When we look at history, conflict arises from misunderstandings and situations where people do not offer any compromise. Imagine an Organization, where certain values are imposed on people, leading to dissatisfaction and conflict within the workplace.

When you have several groups of people with each other, with very differing perceptions and beliefs working together for one common aim, then we risk conflicts. Stronger more mono- cultural perceptions within a group, can ruin the compromise needed to get things done.
 
Managers and Leaders need to create an understandable target, in order to offset one groups perception from dominating the other. Leaders also need to diffuse potential conflicts within these groups, by perceiving potential areas of conflict. Managing and minimal zing conflict, before fault lines occur.
 
Introducing a “common aim,” with an incentive to reach that aim, diffuses conflict. Building an understanding of that aim, is the key to creating a smooth running understanding between all parties. And that aim has to be seen as rewarding to all parties, involved in the tasks.
 
One good example was a Manufacturing Company that had an export order for tents to an African Country. The management knew that the time scale for the order was minimal, and the workforce was mainly doing semi-skilled monotonous tasks.
 
Being in a multi-cultural environment, certain groups had economic values, whilst other groups had their own Moral values. This was a potential for conflict, as several religious duties were expected from the “moral” group, that could conflict with their work.
 
To diffuse conflicts arising from having to allow the moral group to have time off to pray. The Company decided to split the shifts, allowing for workers in the “moral” group to work in the afternoon shift, as not to interfere with their religious duties, and accept to work one weekend, awarding them two days off during the week to coincide with a religious holiday.
 
The “economic values” Team, perceived the other group working weekends, as a punishment rather than a reward, and as both groups had a weekly target based on an incentive skill. Felt that they were luckier, because they could go home earlier, and had their weekends free!. Whilst the ” Moral” group, were grateful that they could continue their religious obligations, and were not affected by having to work evenings or one weekend because they did not perceive free evenings, and weekends as a natural right. Only the right to perform their religious values, without affecting their economic rights to work.
 
Creating solutions when there is always a chance of conflict is often harder in multi-cultural environments, but solutions can be found. This depends on the perceptions of people around you, and nurturing these perceptions into a viable plan to positively avoid conflicts.

Awarding you International Academic recognition for your previous academic, and life experience in the form of a degree.

The Asian European University assess your experience using the Internationally recognized APEL method. For a complimentary assessment to see if you qualify for an International Degree:

http://www.asian-europeanuniversity.com