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Assessing Workplace Conflict Resolution Options - Chapter 3 - AAA Handbook on Employment Arbitration and ADR - Third Edition

Author(s): 
Kirk Blackard
Page Count: 
10 pages
Media Description: 
1 PDF Download
Published: 
December, 2015
Author Detail: 

Chapter 3: Kirk Blackard, J.D.

Kirk Blackard, J.D., a Houston-based consultant and conflict resolution practitioner, serves on the panels of mediators of the U.S. Postal Service and the National Association of Securities Dealers, as well as on the Federal Mediation and Conciliation Service roster of arbitrators. He draws on thirty years' experience leading numerous business units at Shell Oil where he was instrumental in the development of Shell's internal conflict management system. He is author of Managing Change in a Unionized Workplace, and his articles have appeared in the DISPUTE RESOLUTION JOURNAL.

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Originally from:

AAA Handbook on Employment Arbitration and ADR - Third Edition

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I. Introduction

 

Some counterproductive conflict occurs in all organizations. Thoughtful managers must consider how much time, effort, and money they are investing in such conflict, and whether they are dealing with it as well as they can. If the organization does not already have a formal conflict resolution system, management should consider whether the use of one would improve organization effectiveness and add economic value.
 

 

This chapter discusses factors management should consider when looking at the needs of its organization and available conflict resolution options to determine if a better approach is appropriate. It briefly reviews various options, outlines their potential benefits, and presents an approach for management to use in deciding whether it should adopt alternative dispute resolution (ADR) processes.