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STUDY UNIT 1 MANAGING CONFLICT, HANDLING GRIEVANCES AND NEGOTIATING 1.1 INTRODUCTION In this study unit we focus on conflict, but not purely as part of collective bargaining. We also look at it in relation to the individual dimension of employment relations. Conflict has to be handled in various ways and on a day-to-day basis. While union management conflict (between representatives of these groups) is dealt with largely by way of collective bargaining, the optimal management of conflict in any organisation that hopes to succeed in the modern business world entails a good deal more. A key process to deal with conflict is negotiation. We thus also expose you to the challenges relating to negotiation. As we do that, keep in mind that negotiation is actually also the key process in collective bargaining. At times the conflict may just be too much, and if it causes too much dissatisfaction among employees they may want to lodge formal complaints – something we call grievances in labour relations. In the last section we thus deal with how to handle grievances in the workplace. 1.2 THE NATURE OF CONFLICT: A LABOUR RELATIONS PERSPECTIVE (Study) 1.2.1 General To most people, the concept "conflict" has an extremely negative connotation, which explains why most people are opposed to it. In fact, people would more often than not prefer to avoid it altogether rather than handle it. The probable reason for this is that conflict is often associated with hostility, defensive behaviour and protracted trouble leading to loss, suffering, damage and bad intentions. In short, conflict is commonly perceived as a negative element that should be avoided at all costs. One should therefore accept that conflict is a fact of life and make an effort to understand it. It is, as we have mentioned, an essential element in all social interaction. If one accepts that a measure of conflict is unavoidable, then the task of conflict management should be to understand why and how various forms of conflict occur, and how they can be identified and used to the advantage of all parties involved. Conflict occurs when there is a gap between various parties’ points of view, or when they have contradictory objectives, needs, interests and ideas. Conflict may occur even when there is only a perception that such a gap or contradiction exists. For example, conflict can  be a source of energy, thus becoming a catalyst for change and adjustment  be used to maintain internal group identity and solidarity when groups are in conflict with one another – thus it can be instrumental in meeting the need to belong  stimulate the structuring or regulation of situations so that rules, procedures and processes can be designed for the management of conflict 1 Downloaded by Wayne Scholtz () lOMoARcPSD| LABOUR RELATIONS MANAGEMENT - MICRO  sensitise people to different needs, perceptions and ideas, which results in a better understanding of others  motivate parties to assess the power balance between them (is one group too dominant?)  be used as the catalyst for a new, cooperative type of relationship, especially if the parties, in handling the conflict, can identify common ground  make the parties involved more sensitive and objective when seeking solutions to problems  help to define the limits of acceptable behaviour in the future  help to defuse accumulated frustration and tension, thereby creating a more positive climate 145 Of course, conflict can become dysfunctional (i.e. can damage relationships and organisations) when it is too intense (or even not intense enough), but this type of conflict can also be put to good use. As we have seen, it can strengthen relationships and produce negotiated results that are beneficial to everybody. However, if the potential advantages or benefits of conflict are to be realised, the whole topic must be thoroughly understood and conflict must be managed professionally, not only during collective bargaining, but on a day-to-day basis as an integral part of management. Collective Bargaining and Conflict *It is generally accepted that conflict is generated by economic, ideological, sociocultural and personal differences between people. If it is accepted that collective bargaining is an interactive process and that any human relationship has a certain conflict potential, then it is easy to see that collective bargaining has an element of conflict. The general interpretation of the term, however, is based on behaviour, and has therefore led to the perception of conflict as being negative, destructive and certainly undesirable. The modern approach is to see conflict as potentially healthy and even beneficial. The view is taken that conflict is a prerequisite for growth and development, and that without it the individual or society would tend to stagnate. Conflict is therefore seen as the force underlying change. In recent years, the focus appears to have shifted to intra-organisational conflict, as well as to strategies for interpersonal and inter-organisational conflict resolution. The Meaning of Conflict Conflict resolution processes are of two types, namely competitive and cooperative. Neither of these is found in its pure form without some elements of the other, but one type will provide the dominant characteristics. Each type tends to generate joint communicative behaviour which can be described and analysed. General principles and strategies may be discovered to facilitate both conflict resolution processes. Conversely, it has been suggested that conflict inevitably implies a break, or the threat of a break, in the cooperation between persons.