Conflict Identification and Resolution

According to Baack (2012) “Dysfunctional conflict takes the form of destructive activities that hinder group or organizational performance (p. 201)”. I used to be a Senior Gas Supply and Transportation coordinator at a local utility in my hometown. There were three women one was the secretary, the two other was gas accountants, and one was the manager. I witness conflict in this department in many occasions, but the ongoing treatment of women stood out. This one particular time building service remodeled our area and enlarged cubicles without our director’s knowledge, while he was on vacation. When he came back, he blew a basket case. He screamed and told the female gas accountant manager to her to get out her office right now. He is about 6’2 about 250lbs, and she is barely 5’ feet and 125lbs. She tried to explain to him comely that, she didn’t order the change it was the vice president of the area. He made her stand on a chair with wheels so she can see what he see and he screamed to her that you make sure building service put the back cubicles back like it used to be. After the director had gone home for the day, we all went to her office, and she was frantic and shaking. She stated she never was humiliated like that in her life. She stated, "I could have fallen I should have told him no I am not standing in that chair." We told her she had to report this to human resources she said you know HR doesn't do anything. According to Weisel “Management studies have defined bullying in the workplace as “unwanted, offensive humiliating, undermining behavior towards an individual or groups of employees. Such persistently malicious attacks on personal or professional performance are typically unpredictable, irrational, and often unfair” (p. 521).

Wiedmer states “Collectively, the targets were reportedly better liked, had more social skills, likely possessed higher emotional intelligence, and were appreciated by colleagues, customers, and management (bullies excluded) for the warmth and care they brought to the workplace (WBI, Who Gets Targeted)” (p. 37). Over the years I have witnessed this woman regularly take abuse and not treated fairly as men while her stature was rising in the energy business. She reported thing to human resources, and her doctors put her on medical leave because of stress. Over the years she has filed complaints and face retaliation. According to Wiedmer, “Serial violators need to be identified and stopped in their tracks. Policies, rules, and practices must be in place to make workplaces safe and conducive to workers producing at peak levels” (p. 38). Companies must put policies and action in place to stop bullying. Our vice president at the time would call her “Norma Rae” if he sees her talking to more than one person in her office particularly other women in the company. He would say “Norma Rae what are you up to you better not be causing no trouble” he would smile however and say it jokingly, but we all knew what he implied.”

Solutions

According to Baack, (2012) “A manifest conflict often requires a cooling-off period before any attempt at resolution can start When emotions are high, reasonable dialogue will be unlikely (p. 206)”.