Constant organizational changes inevitably lead to interpersonal and group conflicts within organizations. In order to mitigate the negative consequences of unresolved conflict, the conflict management process must be carefully managed. The intervention strategy employed to resolve the conflict depends upon the particular circumstances surrounding the particular case.
The conflict management process should begin with a careful diagnosis of the problem and measurement of the severity, extent and causes of the conflict. This should be followed by the implementation of the appropriate strategy which should involve some level of learning evidenced by new behaviours, and finally the process should be evaluated and the feedback examined to determine its effectiveness. Communication, management involvement, style and control, as well as the use of effective change management strategies, are essential elements of a successful conflict management process. Effective conflict management processes will shape and positively impact the culture of the organization.
If time pressure affects the conflict management process, it must be firmly controlled by the manager. Any previous failed attempts at conflict resolution by the manager should be corrected by engaging an external third party specialist to add objectivity and novelty to the situation. Change management strategies are necessary for lasting conflict management change and a transformational management style should be applied.
In cases where there is interpersonal and group conflict, the following recommendations should be considered:
• The Manager should take control of the process and carry out a comprehensive diagnosis of the conflict
• Use intervention by engaging a qualified Conflict Specialist for an initial 7 day period to facilitate communication, implement training and guide in behavioural change techniques
• The Manager should consider adopting a transformational leadership style and be prepared to lead the conflict management process as well as any change management
process
Table of Contents
1.0 Introduction
1.1 Background Information
1.2 Aims
1.3 Scope
2.0 Literature Analysis
2.1 Fighting Futility: Tools for Mediation Success by Bultena, Ramser and Tilker (2010)
2.2 What Corporations need to know about how to install an Integrated Conflict Management System by Cohen (2009)
2.3 Managing Intractable Identity Conflicts by Fiol, Pratt & O’Connor (2009)
3.0 The Conflict Management Process
3.1 Communication
3.1.1 Managing the communication aspect of conflict
3.2 Conflict among Groups
3.2.1 Management of Group Conflict
3.3 Interpersonal Conflicts
3.3.1 Management of Interpersonal Conflicts
4.0 Conclusion
5.0 Recommendations
5.1 Financial Analysis
5.2 Implementation Plan (Figure 1)
Objectives and Core Themes
This report aims to examine the conflict management process within an organization currently experiencing significant friction between taskforce teams and support departments. It seeks to identify an efficient and effective conflict resolution strategy that satisfies all involved parties while adhering to strict project deadlines.
- The role of effective communication in mitigating workplace conflict.
- Management strategies for interpersonal and intergroup conflicts.
- The application of transformational leadership to influence organizational culture.
- Implementation of structured conflict resolution interventions using specialized third-party support.
- Financial and operational planning for sustainable conflict management.
Excerpt from the Book
3.2 Conflict among Groups
People naturally desire to be accepted as part of a group and to be identified as a worthy and valuable member of that group. Fiol, Pratt and O’Connor believe that “…many conflicts are characterized by tensions stemming from differences in how groups fundamentally define themselves and from threats to those self-definitions” (2009, p. 32). The two (2) taskforce groups in this case each see themselves as superior to the other group in some way or the other, and they also believe that they are superior to the members of the support departments. In-group esteem is built when out-groups are viewed in a negative light, as less capable and less acceptable. This process satisfies the desire of the individual for a positive self-image; and closeness within the in-group is fortified (Cuhadar & Dayton, 2011).
In managing conflict between and among groups, it must be established whether the conflict arose as a result of the formation of the groups or whether the conflict is a result of informal groups formed on the basis of identity or commonality. In other words, it needs to be clear whether the conflict has arisen as a result of change or has it just been escalated as a result of change. In any case, change has occurred. Change management becomes important in this regard as the culture of the organization must encourage appropriate change management strategies since change is inevitable in every organization.
Summary of Chapters
1.0 Introduction: Sets the stage by defining the presence of workplace conflict and outlining the specific challenges faced by a taskforce manager in an environment with deep-seated team tensions.
2.0 Literature Analysis: Reviews three scholarly articles to provide a theoretical foundation for conflict resolution, highlighting mediation, Integrated Conflict Management Systems, and identity-based conflict management.
3.0 The Conflict Management Process: Details the necessity of diagnosing conflict severity and implementing intervention strategies, emphasizing the importance of communication, transformational leadership, and structured group management.
4.0 Conclusion: Summarizes the necessity of effective conflict management as a permanent component of organizational culture to ensure productivity and adaptability to future changes.
5.0 Recommendations: Proposes actionable steps including third-party intervention, leadership style adjustment, and a detailed implementation and financial plan to resolve the immediate conflict.
Keywords
Conflict Management, Interpersonal Conflict, Group Conflict, Mediation, Organizational Culture, Transformational Leadership, Communication, Conflict Resolution, Workplace Productivity, Taskforce, Change Management, Intervention Strategy, Employee Relations, Diagnosis, Professional Development.
Frequently Asked Questions
What is the fundamental focus of this report?
The report focuses on providing a structured approach for a manager to resolve ongoing interpersonal and group conflicts within a taskforce that is negatively impacting productivity and meeting deadlines.
What are the central themes addressed in the text?
The central themes include the diagnosis of conflict levels, the role of communication, the psychological aspects of group identities, and the application of transformational leadership.
What is the primary objective of the research?
The primary goal is to determine a conflict resolution approach that is efficient, effective, and capable of satisfying all parties within the constraints of a project deadline.
Which scientific methods or approaches are suggested?
The report suggests using systematic diagnosis of conflict severity, engaging external conflict specialists, and implementing transformational management techniques to reshape organizational culture.
What topics are covered in the main section of the document?
The main section covers literature reviews on mediation and conflict systems, strategies for managing group vs. interpersonal conflict, and specific actionable recommendations for the manager.
How would you characterize this work using keywords?
The work is characterized by terms such as Conflict Management, Interpersonal Conflict, Transformational Leadership, Organizational Culture, and Mediation.
Why is a third-party specialist recommended for this specific case?
A specialist is recommended because the team members may have lost confidence in the current manager due to previous failed attempts at resolution and the undermining of his authority by higher management.
What role does 'Transformational Leadership' play in the suggested resolution?
Transformational leadership is suggested to influence employees to reframe their perceptions, find creative solutions, and build a culture that is more adaptive to change.
What financial and temporal resources are planned for the intervention?
The plan budgets $24,000 for a 16-day intervention process, including 7 days of active engagement by a conflict specialist, training materials, and miscellaneous costs.
- Arbeit zitieren
- Richards Macdonald (Autor:in), 2012, Conflict Management Process. The Case of the Poisoned Chalice , München, GRIN Verlag, https://www.hausarbeiten.de/document/215741
