RESOLUTION OF CONFLICT IN WORK PLACE by Evelyn Adeoye Esq.

The second of our three types of conflict, relationship conflict, arises from differences in personality, style, matters of taste, and even conflict styles. In organizations, people who would not ordinarily meet in real life are often thrown together and must try to get along. It’s no surprise, then, that relationship conflict can be common in organizations. Suppose you’ve felt a long-simmering tension with a colleague, whether over work assignments, personality differences, or some other issue. Before turning to a manager, you might invite the colleague out to lunch and try to get to know him or her better. Discovering things you have in common, whether a tie to the same city, children of the same age, or shared concerns about problems in your organization may help bring you together. If you feel comfortable, bring up the source of the tension and focus on listening to the other person’s point of view. Resist the urge to argue or defend your position. When you demonstrate empathy and interest, he or she is likely to reciprocate. If the conflict persists or worsens, enlist the help of a manager in resolving your differences.

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Ouster Clauses and Inalienable Principles: A Juxtaposition of Legal Doctrines by Oluwole Kolawole, Esq.

It makes the legislative arm the final and infallible apparatus on matters in which the Jurisdiction of the Court has been ousted. It seeks to delineate the increasing powers of Court in the exercise of judicial review.4 In considering the operation of Ouster Clauses, one must look into the existing relationship between the tripartite organs of government against the backdrop of liens exercised over each other: The Court being an arbiter of justice, the body constitutionally saddled with the responsibility of interpretation and curtailing of excesses in procedural legal enforcement occasioning arbitrariness.

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