Language Use in Conflict Management and Resolution in some Higher Learning Institutions in the Southwest Region of Cameroon

Abstract

There has been an increasing denunciation/decry of the existence of conflicts, and the way in which these conflicts are managed and resolved in the higher education system of Anglophone Cameroon. Although the administration of the said system has some awareness of conflicts management and resolution strategies, it has been observed that the parties involved are lacking in the practice of these strategies. In addition, language, a decisive element in the management and resolution of conflicts in the workplace, is relegated to the background. This paper, therefore, proposes a sociolinguistic description and an examination of how language is used in conflict and conflict management and resolution in some workplaces in Cameroon higher education, using the Thomas-Kilmann conflict management model. Using questionnaire and focused group discussions, data were collected, analysed, and presented in frequency tables, charts, and cross -tabulations. The study found that conflicts are caused by poor use of language, leading to approximate human resource management, emotional contempt, interpersonal misunderstanding, disregard for timelines, and incomplete or erroneous understanding of tasks. Of the five conflict management styles (competing, accommodating, avoiding, collaborating and compromising), language use showing avoidance and/or concession was found to be the most common to members of the workplace. The study also found that proper training on communication and professionalism, mentoring, and coaching would reduce conflict. Therefore, a strong organizational culture will reduce conflict and improve workplace performance.