Table of contentsIntroductionAnalysisEvaluationPreparationCollaborationProcessProblem solvingNegotiationThird party facilitationConclusionIntroductionThis report is based on the conflict situation experienced in a technical service center and aims to provide recommendations that would be useful to achieve a resolution at the center level and prevent future conflicts. Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get the original essayAnalysisThe conflict that appears to be present is an overt conflict due to observed and overt cultural clashes between members of the company. Since the conflict was not resolved for a long period of time, it has now prevailed, making the conflict between employees more complex. The people involved in the conflict are both the employees and their employers (the employers being the unrecognized participants). Looking at the history of employees, some always feel superior to others, hence prejudice and discrimination leading to pressure for recognition and values, thus maintaining the conflict without resolution. Employers may fear that if the conflict is not resolved, the level of productivity will decline further, leading to the closure of the business, but if the conflict is resolved the business will grow in a culturally diverse and compatible environment with possibly high morale and motivation. Due to different levels, races and languages, there is an imbalance of power (Tillett and French, 2010). Assessment There is a sense of interpersonal conflict as well as intragroup conflict. Interpersonal conflict occurs between two or more people, the experience of conflict, in this case, is mainly based on the differences between employees; They are culturally different from each other, as well as in ethnicity and individual levels within the organization, so there could be a difference in opinions which could lead to people arguing or even confront each other, which constitutes a burning conflict. Their constant bickering and gossiping, however, sets the stage for intragroup conflict, intragroup conflict occurring within a group. Preparation The first thing we need to do is create an effective atmosphere. The second is to clarify perceptions, for example by trying to bring all members of the company to have a common vision as well as a strong organizational culture. Third, we need to look at both collective and individual needs, with an emphasis on collective needs. The fourth step is to develop positive power by focusing on building company morale. The next step is to be futuristic and learn from the past, being able to look and plan ahead. The sixth step, creating a valid option, involves looking for commonalities in the situation. The seventh step is to develop stepping stones that lead to action and, last but not least, the eighth step is to reach a mutually beneficial agreement (Self Help Alliance, 2005). Collaboration Grouping these employees accordingly will allow them to agree on their issues within the group, meaning there will be effective listening as they understand their issues better than outside groups. This is important because everyone will share their needs and perspectives within their group. Groups will be given options to brainstorm and ultimately agree on one thing to resolve their conflict. The best implemented option.