Conflict is an inevitable component of nearly all group processes. Since groups bring together individuals from different backgrounds who hold varying perspectives, teams often experience conflicts. While conflicts are usually harmful, they can be important sources of inspiration and drive. When handled correctly, conflicts can provide teams and organizations with the energy that they need to pursue their shared objectives. Various approaches to resolving conflicts have been developed to enable organizations to tackle divisions and promote harmony and unity.
Change theories
Change is one of the factors that inspire conflict in an organization. Humans are naturally resistant to change. The introduction of change implies that individuals have to abandon familiar approaches and adopt new ways of conducting operations. The three-step change theory that Kurt Lewin developed is among the frameworks that shed light on how the change process occurs (Kritsonis, 2005). Lewin argued that there are three phases that shape the implementation of change. The first stage, unfreezing, involves abandoning learned behaviors. For change to be implemented successfully, an organization must turn away from established procedures and embrace new perspectives. The second and third phases involve moving the organization towards a state of equilibrium and entrenching the change into the processes and culture of an organization, respectively (Kritsonis, 2005). The three phases cause disruptions and could be the sources of conflict. These disruptions necessitate the application of conflict resolution approaches so as to ensure that the change facilitates organizational growth.
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The theory of reasoned action is another framework which explores the forces that define change. According to this theory, the attitudes that individuals hold determine whether an organization achieves success in its effort to introduce change. For example, employees must endorse and offer their full support to a change for the organization to be successful. This theory suggests that conflicts can arise when stakeholders are not supportive of change. For instance, employees who resist change place themselves on a collision path with the management which insists that the change must be implemented. Lippitt’s theory also highlights the change process. This theory holds that the implementation of change occurs in four steps: assessment, planning, implementation and evaluation (Mitchell, 2013). At any one of these stages, a conflict could arise. Therefore, it is necessary for organizations to adopt appropriate conflict resolution strategies to protect the change process against derailment.
Conflict theories
For organizations to understand why conflicts happen, they should turn to the various conflict theories that are available. Among these is the social identity theory. This theory captures the struggle that individuals face in their quest to retain their identity while participating fully in group activities (Hogg & Terry 2014). This theory is particularly relevant to conflicts in organizational settings. For example, when the goals and values of an individual are not in line with the mission and objectives of their organization, a conflict is bound to arise. This theory underscores the need for individuals to ensure that their identity is aligned with their organization’s mission and values. Incremental theory also offers insights into conflict. The basic argument that this theory advances is that such human traits “are malleable and can be developed” (Dweck & Ehrlinger, 2006, p. 317). This theory offers hope concerning conflict resolution. It holds that such issues as prejudice are not necessarily embedded into the human spirit. When they take action to address these issues, the organizations are able to resolve conflicts successfully.
Leader as change agent
Organizational leaders are charged with a wide range of responsibilities. Steering their organizations as they navigate change is among these responsibilities. The leaders are expected to institute measures that enable the organizations to successfully integrate change into operations. Some leaders achieve greater success in change management than others. Leaders who had adopted the transformational style have been shown to be far more successfully than those who rely on other leadership approaches (Shanker & Sayeed, 2012). Therefore, if they are to move their organizations in new directions, leaders need to be visionary and be able to challenge all stakeholders to fully support change.
Change management is no longer an option for modern leaders. It has become a necessary skill that leaders must possess if they are to effectively run their organizations (Llopis, 2014). Today, firms operate in complex and challenging environments. For example, most industries are witnessing intense competition and the adoption of new technologies. Firms whose leaders understand the value of change have survived challenges. On the other hand, companies whose leaders do not recognize the need to warm up to change continue to suffer. Change management is also concerned with conflict resolution. Conflicts introduce new dynamics that could upset the operations of firms. Stable and effective leadership is therefore needed for the successful implementation of change. Therefore, modern leaders need to work tirelessly to ensure that their organizations exploit change for growth.
It is virtually impossible for an organization to avoid conflict. Instead of trying to avert conflicts, organizations should embrace them and leverage on them for progress. The different conflict and change theories provide organizations with the theoretical knowledge that they need for the management of conflicts and change. Using these theories, the organizations can adopt approaches that minimize the adverse impacts of conflict. Additionally, thanks to these theories, the organizations are able to implement change successfully. Leaders need to be in the forefront as organizations implement change. They should challenge all stakeholders to throw their full weight behind reform.
References
Dweck, C. S., & Ehrlinger, J. (2006). Implicit theories and conflict resolution. In M. Deutsch, P.
T. Coleman, & E. C. Marcus (Eds.), The handbook of conflict resolution: Theory and Practice (pp. 317-330). Hoboken, NJ, US: Wiley Publishing.
Hogg, M. A., & Terry, D. J. (2014). Social Identity Processes in Organizational Contexts. Psychology Press.
Kritsonis, A. (2005). Comparison of Change Theories. International Journal of Scholarly Academic Intellectual Diversity, 8 (1), 1-7. Retrieved March 5, 2018 from http://qiroadmap.org/?wpfb_dl=12
Llopis, G. (2014). Every Leader must be a Change Agent or Face Extinction. Retrieved March 5, 2018 from https://www.forbes.com/sites/glennllopis/2014/03/24/every-leader-must-be-a-change-agent-or-face-extinction/#2116d84e0fa9
Mitchell, G. (2013). Selecting the Best Theory to Implement Planned Change. Nursing Management, 20 (1), 32-37.
Shanker, M., & Sayeed, O. B. (2012). Role of Transformational Leaders as Change Agents: Leveraging Effects on Organizational Climate. Indian Journal of Industrial Relations, 47 (3), 470-484.
