DECISION MAKING PROCESS AND CONFLICT RESOLUTION IN PUBLIC SECTOR ORGANIZATIONS (A CASE STUDY OF NATIONAL INSTITUTE FOR POLICY AND STRATEGIES STUDIES).

This study examines the decision-making process and conflict resolution mechanisms within public sector organizations, with particular reference to the National Institute for Policy and Strategic Studies (NIPSS) from 2019 to 2025. The objective was to assess how decision-making styles influence organizational conflict and how effectively conflicts are resolved in a policy-driven environment. The total population for the study was 440, from which a sample size of 100 was selected. A structured questionnaire was administered to all 100 participants, and all were correctly filled and returned, resulting in a 100% response rate. Data collected were analyzed using descriptive statistics. The findings revealed that while staff involvement in decision-making is moderately practiced, a significant portion of decisions still follow a top-down approach. Most respondents identified poor communication and leadership style as the primary causes of conflict. Mediation emerged as the most common conflict resolution strategy, though its effectiveness varied. Furthermore, a majority of the staff supported training as a tool to improve conflict management and favored more participatory leadership practices. The study concludes that enhancing inclusive decision-making and institutionalizing transparent conflict resolution mechanisms will strengthen organizational harmony and performance in public sector institutions like NIPSS. It recommends greater emphasis on staff engagement, leadership training, and open communication channels to mitigate conflict and improve outcomes.