Conflict Identification And Resolution

Topics: Management, Conflict management, Heidelberg Institute for International Conflict Research Pages: 6 (1222 words) Published: March 14, 2015

Conflict Identification and Resolution
Alysia Rodgers
Business 610: Organizational Behavior
Dr. Vanessa Washington
March 8th, 2015

According to Baack (2012), conflict can have a definition of a circumstance in which one party seeks to negatively affect another party (Baack 2012, chapter 7, section 3). Baack (2012) also stated, “Someone can believe that there is conflict, however it might be impossible to point out as an observable situation that occurred (Baack, 2012, chapter 7,section 3). Identifying the conflict, and then coming to some resolve can be quite difficult for those experiencing a conflict in their career. However once a conflict has been recognized as an observable event, then one must take steps to make a resolution towards change. Baack (2012) listed four levels of conflict which were intrapersonal or intrapsychic conflict, interpersonal conflict, intragroup conflicts, or intergroup conflicts (Baack, 2012, chapter 7, section 3). For the purposes of this study, the focus will be intragroup conflicts. Intragroup conflicts is defined as disagreements about goals, methods of operations, and leadership that creates intragroup conflicts. For example, a leader might tell one member of the group a goal, that member tells other members, and then if the organization changes a policy that affects that current goal, then the first member puts themselves in the place of repeating information that was not necessarily accurate although it was not their fault. In an organization of which one has familiarity with, there is an issue with this many times. This organization is called, ”Foundations Care Management.” Foundations Care Management is a part of the healthcare industry. However, what many of the employees who get involved in this industry don’t understand is because of state regulations, that the business itself is ever changing. Moreover, it’s for this reason that the owners of this current business are also constantly changing policies and rules. These policies and rules are the cause of many employees they hire to quit, and the positions to be more of a high stressor for those employed. The stress is what causes there to be a high turn- over rate. Some time ago, Foundations implemented what they called the 5-5-5 rule. It caused new employees who didn’t work around the clock, and at home, issues with deadlines that were given for the Plans of Service. Some of the employees were told that it was a “state rule.” Other employees were told it was only within the organization itself to adhere to state guidelines. In other words, leadership was creating conflict about this rule because many people in leadership were telling their employees that it was not a rule given by the state. Those who worked in the office as case managers thought that it was so unfair to give them only five days to complete a plan of service when they didn’t have the liberty to see people until some Fridays, which limited the time they do their plans. However, the source of this issue really was management which should have made it clear to all the supervisors that it was not only an office rule, but state mandated. There is a method called a, Large group intervention method which can help businesses create new changes such as a new direction, or business strategy (Duetsch, Morton, Coleman, Peter (2000). This method helps with implementing newer policies, and gathers everyone so that they understand these changes, and can discuss and participate in the new methods, or policies being implemented. When Foundations Care Management first implemented the new policy, they didn’t use this method. However, when they saw the conflict that was arising in their business, they called for a very large staff meeting to help everyone understand that it was first, a state-wide policy, and second, was put in place to help everyone meet deadlines and come together cohesively. The idea of the large...

References: Baack, D. (2012). Management communication. San Diego, CA: Bridgepoint Education, Inc.
Deutsch, M. & Coleman, P.T. (2000). The Handbook of Conflict Resolution: Theory and Practice. San Franciso Calif: Jossey-Bass
Mostenska, T. & Ralko, O (2014). Conflicts in Organization: Features of Corporate Conflicts Management. Transformation in Business and Economics, 13(2), 220-235
Piotrowski, N. P. & Hollar, D. P. (2014), Stress, Magill’s Medical Guide (Online Edition).
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