NUR FPX 3700 Assessment 4 Conflict Negotiation and Resolution

NUR FPX 3700 Assessment 4 Conflict Negotiation and Resolution

Conflict Negotiation and Resolution

Conflict is unavoidable in any organization because of the wide range of personalities and perspectives that make up its manpower. Disruptions decreased output, and unfriendly workplace conditions are some adverse outcomes that can arise from excessive conflict within an organization. This analysis will examine what causes conflicts within organizations and how those disagreements affect productivity and morale. Additionally, negotiation and conflict resolution techniques will be implemented to help manage tensions within the company. Get free NUR FPX 3700 Assessment 4 Conflict Negotiation and Resolution

Factors Responsible for Conflict

Poor governance reduces productivity, erodes trust in the organization, and raises animosity, all of which can lead to various internal conflicts. Discrepancies in social interactions, unclear organizational structures, member rivalry, budget cuts, and staff layoffs are all common causes of workplace conflict (Al-Mamary, 2019). Furthermore, conflict within an organization can be experienced at any level and triggered by a wide range of issues in the workplace. Some less obvious reasons for conflict in the workplace include breakdowns in communication, differences in personality and values, ambiguity regarding responsibilities, and social status. Conflicts can also intensify because of miscommunication during communication (Maneerutt, 2021). One person’s reaction to misunderstanding a message or being denied access to information might be anger and irritation. An additional contributor to conflict is shared reliance on resources.

NUR FPX 3700 Assessment 4 Conflict Negotiation and Resolution

Tensions will surely arise when multiple divisions compete for the same resource set. A case where one person perpetually triumphs and another perpetually suffers emerges when there are insufficient services to go around. Factors such as gender, ethnic origin, and culture also have substantial effects on workplace conflict. Every debate has a cultural aspect that affects where it matters most, how we define ourselves and the boundaries within which we operate.

Effects of Conflict 

There are both beneficial and detrimental ways in which conflict in the workplace can impact workers, managers, and customers.

Disagreements are a common source of worksite disruption, employee dissatisfaction, decreased productivity, and adverse effects on the bottom line (Racherla, 2020). At odds with one another, individuals are more likely to put their requirements ahead of those of the team or their coworkers. Arguments can prevent people from working together effectively, which can be detrimental to the success of businesses and individuals alike.

Disagreement in the organization is generally accepted as the leading source of stress (Haahr et al., 2019). Evidence also links the stress levels caused by the conflict to physical ailments. Workplace productivity may experience a “domino effect” when stress and strained relationships spread throughout an organization. Consequently, unresolved problems may lead to a rise in dismissals.

Employees at odds with one another are less likely to provide excellent customer service or create products that satisfy customers’ needs, which can cause them to defect to a competitor and cost businesses money.

However, a healthy amount of disagreement can benefit a company’s success. Because of this, everyone’s efforts and output improve across the board. Conflict situations often bring out the best in people eager to demonstrate their worth (Russell, 2022). It is beneficial to the organization because it encourages creative thinking. In addition, the threat of rivalry prompts top executives to realign company resources toward common objectives.

Conflict Resolution Style

The first and most crucial step in resolving a conflict and recognizing the issue’s core before troubleshooting solutions is merely responding to employees’ grievances. Institutional leaders should also encourage open lines of communication and creative problem-solving among all stakeholders (Puccio et al., 2019). In the end, the staff will benefit from their disagreements because they will have gained new perspectives.

Compromise, cooperation, accommodations, and evasion are the main phases in adopting and implementing a conflict resolution strategy (Maiti & Choi, 2021). Different approaches to settling a power struggle in a group or organization exist. We make the appropriate modifications to steer the company in the right direction. The accommodation method encourages open dialogue among workers, while top brass backs initiatives that foster team spirit (Maiti & Choi, 2021). A second benefit of collaboration is that it will emphasize teamwork, increasing morale and productivity among workers.

Five methods can be used to settle disputes. There are many ways to handle situations, such as regulating, accepting, meditating, arbitrating, and eradicating them (Pollack Peacebuilding, 2022). If there is a disagreement, management will call a meeting with everyone involved to discuss the issues. When two workers disagree with something, whether personal or professional, this is one approach to resolving the situation.

NUR FPX 3700 Assessment 4 Conflict Negotiation and Resolution

By hearing out both sides of a dispute, management can determine the best course of action for ending a contentious dispute through arbitration. Whoever achieves the organization’s fundamental goals is more important than whoever wins a particular conflict. The company’s leadership requires that everyone put their egos aside for the organization’s benefit. The administration can pressure those employees who refuse to follow management orders to resign (Pollack Peacebuilding, 2022). When a position is eliminated, management makes a difficult choice for the organization’s good. These measures send stern messages to employees about the importance of following the established norms of the company.

Strategies for Conflict Negotiation

Negotiation is a process whereby those with conflicting interests can talk to one another and try to agree. Since disagreements arise in all facets of human interaction, negotiation is one of the best ways to resolve them. One negotiation strategy that consistently succeeds is called integrative negotiation. With this strategy, negotiators aim to find a middle ground where the interests of all parties can be satisfied (Hofstede et al., 2019). In addition, this approach assures everyone recognizes integrative negotiation as beneficial.

There are five stages to an integrative negotiation: preparation, acclimating to the other negotiator, sharing information, brainstorming potential outcomes, and reaching an agreement (PON Staff, 2019). A meeting’s first order of business is to lay out each party’s interests and the terms of the compromise they hope to reach. By clearly defining the subjects to be discussed and being conscious of the objectives, the parties involved can then take a position on the compendium of concerns provided to acquire the most preferred result. Knowing the other side’s position inside and out is also beneficial during negotiations. The second step is to become friendly with the person you will be negotiating with. Integrative negotiating and furthering that connection are what keep it strong. Also, establishing rapport can pave the way for trust and promote open communication.

Third, information exchange aids negotiators in pinpointing areas of consensus and discord. A win-win solution can only be reached through open communication of all pertinent ideas and information. The following step is for the parties to continue talking, brainstorm potential agreements, and weigh their options (PON Staff, 2019). Negotiators must begin discussing a settlement to the conflict once multiple options have been identified. After any negotiation, the parties are free to implement the agreement across all available options, identifying the solution with the highest score across the chosen criteria as the best possible option.

Outcome Related to Conflict Negotiation Styles

Integrative negotiation can promote open and transparent communication and keep working relationships intact in conflicts involving prejudices rooted in culture, faith, ethnic origin, or social background (Neville & Fisk, 2019). Some examples of how this strategy can be used and implemented are enabling all parties involved to voice their opinions on the situation, discussing possibilities, and being forthright about their needs and wants in a deal. To better understand one another’s perspectives on the situation, both parties must actively listen to one another’s communication. Rebuilding trust in relationships also encourages the sharing of information and ideas.

If an organization is putting forth an effort to settle an issue that makes a worker uncomfortable to the point where they no longer want to work there, that may be enough to convince the employee to stay. It would help keep workers longer and accomplish more at work. Furthermore, a peaceful atmosphere can be established in an organization if its leaders and employees work together to resolve their differences. The enhanced output and subsequent boost in patron satisfaction will directly result from such an atmosphere.


Internal disagreements in a company are inevitable. While these disagreements can have positive outcomes for a business, they can also have detrimental effects if not handled properly. Hence, it is critical to assess the dispute and its causes and employ various tactics for resolving and negotiating conflicts to mitigate their deleterious effects on the organization.


Al-Mamary, Y. H. S. (2019). Conflicts: Their types and their negative and positive effects on organizations. International Journal of Scientific & Technology Research. 

Haahr, A., Norlyk, A., Martinsen, B., & Dreyer, P. (2019). Nurses’ experiences of ethical dilemmas: A review. Nursing Ethics, 27(1), 258–272. 

Hofstede, G. J., Jonker, C. M., Verwaart, T., & Yorke-Smith, N. (2019). The lemon car game across cultures: Evidence of relational rationality. Group Decision and Negotiation, 28(5), 849–877. 

Maiti, S., & Choi, J. (2021). Investigation and implementation of conflict management strategies to minimize conflicts in the construction industry. International Journal of Construction Management, 21(4), 1–16. 

Maneerutt, G. (2021). Miscommunication at the workplace: Causes and ways to improve internal communication. AU-GSB E-JOURNAL, 14(2), 155–166. 

Neville, L., & Fisk, G. M. (2019). Getting to excess: Psychological entitlement and negotiation attitudes. Journal of Business and Psychology, 34(4), 555–574. 

Pollack Peacebuilding. (2022, April 29). Resolving dysfunctional conflict in the workplace. 

PON Staff. (2019, July 8). Use integrative negotiation strategies to create value at the bargaining table. PON – Program on Negotiation at Harvard Law School. 

Puccio, G. J., Burnett, C., Acar, S., Yudess, J. A., Holinger, M., & Cabra, J. F. (2019). Creative problem-solving in small groups: The effects of creativity training on idea generation, solution creativity, and leadership effectiveness. The Journal of Creative Behavior, 54(2). 

Racherla, S. (2020). Predicting employee attrition: The impact of hybrid work. Journal of Artificial Intelligence and Machine Learning in Management, 4(1), 14–26. 

Russell, K. (2022). Dealing with conflict. Clinical Leadership in Nursing and Healthcare, pp. 261–285. 


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