Home Business & Economics Chapter 24 Organizational Conflict Management: Driving Innovation and Organizational Success Through Leadership Management and Human Connection
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Chapter 24 Organizational Conflict Management: Driving Innovation and Organizational Success Through Leadership Management and Human Connection

  • Haleh Karimi
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De Gruyter Handbook of Organizational Conflict Management
This chapter is in the book De Gruyter Handbook of Organizational Conflict Management

Abstract

Soft skills competencies have been correlated with personal, professional, and organizational success with a positive return on investment leading to growth and innovation. Human resources with soft skills competency enable organizations to innovate new products and services using their critical and analytical thinking processes to handle diversity, conflicts, and inter-cultural challenges. Emerging technologies such as big data, artificial intelligence, robotics transformed our workplace. Robots or AI cannot creatively think, manage people, resolve conflicts, innovate ideas or products; that’s where having humans with soft skills competencies will be essential to have the upper hand and drive technology. Humans can use their creative mindsets and leadership skills to design new products or services, connect with humans, constructively resolve conflicts, create innovative products, lead people effectively, and manage technologies such as robots. The human connection would be essential to understand humanity to generate values through creative solutions and strategic differentiation. This chapter identifies necessary soft skills needed for the future workforce, attained through a face-to-face interview with 27 STEM business leaders. Participants shared their perceptions on what is lacking and required for the future of workforce professionals considering the emerging technologies. Business leaders perceive that soft skills competency will be essential for society to flourish and innovate, generating a win/win outcome for all stakeholders: businesses, higher educational systems, and future college graduates entering our workforce.

Abstract

Soft skills competencies have been correlated with personal, professional, and organizational success with a positive return on investment leading to growth and innovation. Human resources with soft skills competency enable organizations to innovate new products and services using their critical and analytical thinking processes to handle diversity, conflicts, and inter-cultural challenges. Emerging technologies such as big data, artificial intelligence, robotics transformed our workplace. Robots or AI cannot creatively think, manage people, resolve conflicts, innovate ideas or products; that’s where having humans with soft skills competencies will be essential to have the upper hand and drive technology. Humans can use their creative mindsets and leadership skills to design new products or services, connect with humans, constructively resolve conflicts, create innovative products, lead people effectively, and manage technologies such as robots. The human connection would be essential to understand humanity to generate values through creative solutions and strategic differentiation. This chapter identifies necessary soft skills needed for the future workforce, attained through a face-to-face interview with 27 STEM business leaders. Participants shared their perceptions on what is lacking and required for the future of workforce professionals considering the emerging technologies. Business leaders perceive that soft skills competency will be essential for society to flourish and innovate, generating a win/win outcome for all stakeholders: businesses, higher educational systems, and future college graduates entering our workforce.

Chapters in this book

  1. Frontmatter I
  2. Contents V
  3. Contributors IX
  4. Acknowledgements XXVII
  5. Preface XXIX
  6. Section 1: Interpersonal Conflict Management
  7. Chapter 1 Shining a Light on Organizational Conflict 1
  8. Chapter 2 Emotional Intelligence in Workplace Negotiations 11
  9. Chapter 3 Psychological Safety: Creating a Healthy Conflict Culture 27
  10. Chapter 4 Thomas-Kilmann Instrument (TKI) and the Kilmann Organizational Conflict Instrument (KOCI) 39
  11. Chapter 5 Mindfulness Training in Organizational Settings: An Empirical Look at the Research 57
  12. Section 2: Organizational Conflict Management
  13. Chapter 6 Understanding Culture to Resolve Conflict: An Introduction of the ADVANCE Through Conflict™ Model 69
  14. Chapter 7 Utilization of Frames and Reframing for Organizational Leadership and Conflict Management Effectiveness 103
  15. Chapter 8 10 Separations in Conflict Resolution 113
  16. Chapter 9 Collaborative Practices in Organizations: Managing Conflict and Leading Constructive Change 123
  17. Chapter 10 Shifting the Focus from Stand-Alone Dispute Systems Design Elements to Creating Self-Correcting and Fluid Organizations 133
  18. Chapter 11 Stereotypes, Bias and Microaggressions in Organizational Conflict Management (OCM) 149
  19. Section 3: Intercultural, International, and Ethic Conflict Management
  20. Chapter 12 Managing Workplace Conflicts: Considerations of Ethnicity and Religion 161
  21. Chapter 13 Hindu Philosophy and the Resolution of the Roots of Conflict: Adi Shankaracharya’s ‘Nirvana Shatakam’ 173
  22. Chapter 14 Political Conflicts in the Workplace: What are Their Effects, and Can They be Avoided? 185
  23. Section 4: Methods for Managing Organizational Conflicts
  24. Chapter 15 Detecting Deception in Negotiation: From Natural Observation to Strategic Provocation 199
  25. Chapter 16 The HearT of Mediation 217
  26. Chapter 17 Managing Organizational Conflicts Through Innovation, Creativity, and Inclusion: Implementing a Conflict System of Shared Leadership 233
  27. Chapter 18 Coaching and Organisational Development: Lessons and Themes from 360 Degree Feedback 249
  28. Chapter 19 Functions and Benefits of an Organizational Ombuds 269
  29. Chapter 20 Managing Workplace Conflict: The Role of Human Resources as “Organizational Toxin Handlers” 281
  30. Section 5: Special Topics in Organizational Conflict Management
  31. Chapter 21 Workplace Bullying: Not Just Another Conflict 289
  32. Chapter 22 Women and Organizational Conflict Management: Promoting Human Rights and Challenging Gender Bias 309
  33. Chapter 23 Making the Invisible Visible: Uncovering the Mystery of Personality Conflicts at Work 317
  34. Chapter 24 Organizational Conflict Management: Driving Innovation and Organizational Success Through Leadership Management and Human Connection 329
  35. Chapter 25 Create a Space to Forgive: Letting Go of Blame and Anger Can Move Us from Victim to Survivor 339
  36. List of Figures 347
  37. List of Tables 349
  38. Index 351
https://doi.org/10.1515/9783110746365-024

Chapters in this book

  1. Frontmatter I
  2. Contents V
  3. Contributors IX
  4. Acknowledgements XXVII
  5. Preface XXIX
  6. Section 1: Interpersonal Conflict Management
  7. Chapter 1 Shining a Light on Organizational Conflict 1
  8. Chapter 2 Emotional Intelligence in Workplace Negotiations 11
  9. Chapter 3 Psychological Safety: Creating a Healthy Conflict Culture 27
  10. Chapter 4 Thomas-Kilmann Instrument (TKI) and the Kilmann Organizational Conflict Instrument (KOCI) 39
  11. Chapter 5 Mindfulness Training in Organizational Settings: An Empirical Look at the Research 57
  12. Section 2: Organizational Conflict Management
  13. Chapter 6 Understanding Culture to Resolve Conflict: An Introduction of the ADVANCE Through Conflict™ Model 69
  14. Chapter 7 Utilization of Frames and Reframing for Organizational Leadership and Conflict Management Effectiveness 103
  15. Chapter 8 10 Separations in Conflict Resolution 113
  16. Chapter 9 Collaborative Practices in Organizations: Managing Conflict and Leading Constructive Change 123
  17. Chapter 10 Shifting the Focus from Stand-Alone Dispute Systems Design Elements to Creating Self-Correcting and Fluid Organizations 133
  18. Chapter 11 Stereotypes, Bias and Microaggressions in Organizational Conflict Management (OCM) 149
  19. Section 3: Intercultural, International, and Ethic Conflict Management
  20. Chapter 12 Managing Workplace Conflicts: Considerations of Ethnicity and Religion 161
  21. Chapter 13 Hindu Philosophy and the Resolution of the Roots of Conflict: Adi Shankaracharya’s ‘Nirvana Shatakam’ 173
  22. Chapter 14 Political Conflicts in the Workplace: What are Their Effects, and Can They be Avoided? 185
  23. Section 4: Methods for Managing Organizational Conflicts
  24. Chapter 15 Detecting Deception in Negotiation: From Natural Observation to Strategic Provocation 199
  25. Chapter 16 The HearT of Mediation 217
  26. Chapter 17 Managing Organizational Conflicts Through Innovation, Creativity, and Inclusion: Implementing a Conflict System of Shared Leadership 233
  27. Chapter 18 Coaching and Organisational Development: Lessons and Themes from 360 Degree Feedback 249
  28. Chapter 19 Functions and Benefits of an Organizational Ombuds 269
  29. Chapter 20 Managing Workplace Conflict: The Role of Human Resources as “Organizational Toxin Handlers” 281
  30. Section 5: Special Topics in Organizational Conflict Management
  31. Chapter 21 Workplace Bullying: Not Just Another Conflict 289
  32. Chapter 22 Women and Organizational Conflict Management: Promoting Human Rights and Challenging Gender Bias 309
  33. Chapter 23 Making the Invisible Visible: Uncovering the Mystery of Personality Conflicts at Work 317
  34. Chapter 24 Organizational Conflict Management: Driving Innovation and Organizational Success Through Leadership Management and Human Connection 329
  35. Chapter 25 Create a Space to Forgive: Letting Go of Blame and Anger Can Move Us from Victim to Survivor 339
  36. List of Figures 347
  37. List of Tables 349
  38. Index 351
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