Conflict is a disagreement between individuals of opposing views, and for any healthy relationship to prevailing, communication is critical (Oehrn et al., 2014). When people communicate effectively, they understand their partners better and make their relationship stronger. People who resolve conflicts successfully, develop a healthy, and mature relationship with each other. While the battle is not unique in any organization, it is also a sign that parts of the association are not working well. If the conflict would base on ideological differences, there are always ways out to put the situation under control. According to Rahim (2017), disputes should get dealt with in the best way possible, or else it could become a source of stress and restlessness in the lives of the affected people.
The case study 14-7 illustrates the course of disagreement between Cyndy and Dr. Jones, the senior physician in the hospital when Dr. Jones tells her to reschedule his afternoon clinic because he was not going to be around, Cyndy realizes that Dr. Jones is not acting following the requirements of the job. Despite having been booked for the rest of the afternoon and having canceled his clinic twice the same month, he leaves for other commitments best known to him despite some patients waiting to see him for more than three months (Borkowski, 2015).
Delegate your assignment to our experts and they will do the rest.
Dr. Jones makes assumptions that things would still be in order and as well tells Cyndy to tell patients that he got called to an emergency. But all is still not well, Cyndy suspects that the weather would be nice, Jones is getting out with some of his colleagues to go to sail or play around go ( Borkowski, 2015). lf Moreover, Dr. Jones comes late to work and leaves earlier. Cyndy decides enough is enough and takes the matter up to the manager. The manager promises to keep the issue under control and brought the issue to the head of the department. The conflict discussed continues to affect more people in the organization, including the executive director of the clinic, the human resource director and the union representatives. By the time Dr. Jones realizes the Cyndy has filed a formal complaint about him, the matter is out of hand, was confronted in a meeting with the chief medical officer. Dr. Jones is caught unaware, Cyndy had kept all the tally of the total number of days he came late to work, the number of days Dr. Jones left early and the number of times he suspended his duties, at the end, Jones is seen as a disruptive physician while Cyndy does not get welcome to any other department for fear of getting targeted ( Borkowski, 2015). Consequently, she decided to resign and Jones feels betrayed by both the staff and his employer.
The manager would develop a plan to work with each conflict. To manage conflicts well, they must be good communicators, which would include providing an open communication environment at the workplace by encouraging the employees to say something on work issues freely (Hillman, 2014). The manager would get keen on employee concerns to foster a free communication environment. To understand what the workers are talking about and as well ask questions that focus on their attitude of the problems.
The manager would have had to acknowledge that a difficult situation exists in this case, for honest and good communication would be essential in the resolution process, and the manager would as well acquaint themselves with the happenings and get open with the problem. The manager would have as well left the individuals express their views. Feelings of anger and hurt attract conflict in most cases. Before the problem is solved, the emotions should be identified and acknowledged to minimize chances of heartbreaks and disappointments like in Cyndy and Dr. Jones case. The manager would have had to identify the problem. What could be the stated problem? What would be affected in the workplace on work or relationships? Whether a different personality is part of the problem? The manager would meet the workers separately at first and question them about the situation. The manager was also to determine underlying need; the objective of conflict resolution is never to decide who is right or not right but to reach to a solution that will be agreed upon by everyone (Larson, Clayson, & Clawson, 2014). Looking for the needs, rather than answers, is a powerful tool in coming up with win/win options. To identify the requirements in a conflict resolution process, find the reasons why they want the remedies they suggested. Once merits for their answers are understood, their needs get discovered. Determine follow-up the manager should choose to monitor the actions. The manager should schedule a follow-up meeting after a few days to find out how the parties are going on and as well decide what to get done if the disagreement goes unresolved. If the dispute is still undecided, the manager needs to seek other avenues. The outside facilitators would be able to give additional insights on finding the remedy for the problem. In most cases, the disagreement could become a performance issue and would become a subject for coaching sessions, performance, or disciplinary actions.
In conclusion, arguments would happen when one of the partners needs do not get met according to their expectations. The person solving the issue should try and get to the heart of the matter. If the partners cannot resolve the conflict around them, sometimes it would be better to drop it and focus on what matters (Hillman, 2014). No matter the kind of organization, conflicts are bound to rise at some point. Battles are the troubles and the problems that arise while doing work, and the conflict resolution process is the process of resolving conflict at our workplace. There are several reasons for conflicts in daily life. It could begin from psychological differences to having an ideological difference on the same topic or even something like power imbalance. When these conflicts are not treated with care and effort and at the proper time, they erupt violently. If you have a small business, there are chances of ruining the entire industry altogether if the conflicts get worse day by days such as the case of Cyndy and Dr. Jones in the case study. However, disputes in any organization are never permanent. If the better conflict resolutions get followed, the company gets saved from facing death out of these conflicts that would have otherwise got resolved amicably.
References
Borkowski, N. (2015). Organizational behavior in health care . Jones & Bartlett Publishers.
Oehrn, C. R., Hanslmayr, S., Fell, J., Deuker, L., Kremers, N. A., Do Lam, A. T., ... & Axmacher, N. (2014). Neural communication patterns underlying conflict detection, resolution, and adaptation. Journal of Neuroscience, 34(31), 10438-10452
Rahim, M. A. (2017). Managing conflict in organizations. Routledge.
Larson, M. J., Clayson, P. E., & Clawson, A. (2014). Making sense of all the conflict. A theoretical review and critique of conflict-related ERPs. International Journal of Psychophysiology, 93(3), 283-297.
Hillman, D. R. (2014). Understanding multigenerational work-value conflict resolution. Journal of Workplace Behavioral Health, 29(3), 240-257.
