Conflict Management and Stress Management: How to Handle Them as an Administrator

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Conflict management and stress management: How to handle them as an administrator Although conflict management and stress management are two distinct topics, they are interrelated. A conflict-ridden workforce can be extremely stressful, and high levels of stress can produce conflict. Both need to be managed for the workplace to function in an effective manner. From an administrator's point of view, certain structural reforms can make conflict easier to deal with. Having specific personnel in the human resources department to deal with specific types of conflict is essential. For example, a mediator with knowledge of sexual harassment law and anti-discrimination policies is the best choice to mediate when such charges arise, to increase the likelihood that the matter can be settled in-house. Diversity training should be a part of the orientation of all recruits, and also part of the continuing education of all employees. Employees should also receive formal training and orientation about company policies regarding civil discourse. Even supervisors who are not trained mediators must be well-versed in effective conflict resolution strategies. Above all, they must heed the principle: "do not avoid the conflict, hoping it will go away" (Heathfield 2012). Conflict should not be feared, and quite often conflict can be put to productive uses. Creative ideas about how to do business can be generated through conflict. But conflicts can become personal, and if they are not-issue

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