The scenario: You are a team member in a busy communications team in a large organisation.

Your team is working on a project to promote a big upcoming event and there is a rising pressure to meetdeadlines.

There's a new graphic designer in the team and you have noticed that they spend a lot oftime on Facebook during the day.

You know that this person voluntarily works late, but it is irritating you that this person seems oblivious to upcoming deadlines when everyone else is working so hard.

Within every workplace there will be conflicts, especially horizontal conflicts between employees or departments (Spaho, 2013). It is usually caused either by personal causes such as bad perception of the other person, errors in communication, distrust, or personal characteristics (Spaho, 2013). Or it is caused by organizational causes such as dependance in work activities, incompatibility of organizational goals or compensation systems (Spaho, 2013).

Identify the cause of the conflict, develop approaches (include scenario's) to deal with the colleague; give 5 options for a response to the problem.

Implementation The final phase in the conflict management process is rolling out your chosen strategy in a way that will be successful. There are some key things to consider when . Ensuring a constructive atmosphere to support the strategy (remember most conflict has an emotional side which you will want to be expressed). Consider compatible strategies - so what happens when two stakeholders enter the conflict with different, incompatible strategies. How can you break the deadlock? There are two sets of incompatible strategies. SMOOTHING (which requires one party to be receptive) and DOMINATION (which requires a follower to acquiesce). Also SMOOTHING and SMOOTHING is seldom useful as both are suggesting solutions, not receiving them. Similarly, COLLABORATION is seldom successful when opposed by any of the "firm" strategies (DOMINATION, SMOOTHING AND MAINTENANCE). This is because the parties in a collaboration must be willing and able to consider alternatives. How to break a deadlock? If you strike a situation where there is a strategic mismatch resulting in a stalemate or deadlock use any of the moderately firm styles. DECISION RULES works because alternatives are provided that are workable and there is a fair and agreed process for making the selection. COEXISTENCE is simply trialling options. Two clear options are generated and both parties agree on how they will evaluate success and when the experiment will end. Finally BARGAINING is useful where parties are locked into a cycle of dominating behaviour. Firm aggressive arguers will not like to back down, but the bargaining strategy allows them to continue to debate within new parameters. Combining strategies Kindler's theory of nine strategic approaches to conflict implies that each strategy must be approached in its pure form. However, aspects of different strategies are often combined. For example, the DOMINATION and SMOOTHING strategies can be combined so that there is a forceful approach but a more persuasive argument. BARGAINING/COLLABORATION is a very common blend and is often referred to as negotiation. Closing the loop Kindler (1991) urges some final actions for those trying to manage conflict to close the loop by taking care of final details. 1. Try to write down the agreement - it will be more effective and provide for future reference. Draft this as discussions progress. 2. Make sure you have clearly understood how the success of the agreement will be monitored (including setting realistic timelines), and consider the chance that the plan will not be successful.Strategies Maintenance you will remain calm and slightly disengaged from the situation so that you do not react. You will not be drawn into committing to anything or making concessions. You might use delaying tactics to avoid being drawn in. Smoothing you will actively promote areas of agreement in the team, while minimising issues where there are differences. To do this you might selectively provide information to the team to accentuate the areas you wish to promote. Domination you will be very succinct and clear on the position you are taking. You will not bear around the bush. You will also be very clear on what the outcome will be to non-cooperation Decision rule you will get stakeholder agreement on the rules used to make the decision, get stakeholder agreement on the rules to be used and also commitment from the team to the outcome whatever that might be. Co-existence - separate approaches will be defined and agreed on, agreement will be gathered on how to measure the results. Bargaining ensure that the interests of both parties are recognised then identify the overlapping zones where both parties win/ benet. Options generated for win- win outcome. Offers and counter offers made and evaluated. Non-resistance - you will be clear on your expectations and reservations, giving your full support as long as the reservations are acknowledged. Supportive release - you will be clear on your expectations and reservations, and what your support will entail. You will support empowering others in the conflict. Collaboration - openness and transparency are important so you would opening stare your interests and concerns, keep an open mind to others comments reserving judgement. You would actively problem solve with others to generate alternative that would deliver win-win situations for all. You would delay converging on one alternative so that a wide array of alternatives are adequately examined