Conflict Resolution Using Cognitive Analysis Approach - Case Study Example

Running Header: Conflict Management Your name: Course name: Professors’ name: Date 1. Introduction Fortunate 500 is working on the development of a new product. In the development team, various departments of the organization are involved, such as, the finance, engineering and marketing departments. While the management is pressurizing the team to be innovative, there is a conflict among the work teams as evidenced by name-calling, yelling and fighting in meetings held. In this study, the conflict that under investigation is interdependence conflict. This type of conflict is studied so as to understand the causes and ways of resolving it in work place. This paper will argue that, in order to avoid this conflict, the firm needs to apply a collaborative conflict management technique. Interdependence conflict is one of the conflicts that are witnessed in workplaces. This occurs when work teams in an organization have to rely on each other’s cooperation, input or output in order to successfully complete their tasks. A conflict arises when a group or an individual fails to complete a task because another group failed to complete its role. Therefore, this interdependence can get problematic if work teams or departments in an organization fail to collaborate so as to achieve the organization common goals. 2. Literature review There are various ways in which interdependence conflict can be resolved or managed in an organization. Many authors have come up with different ways of managing the conflict identified in the case. According to the Gatlin, Wysocki and Kepner (2008, p.1), collaboration is one of the most suitable ways of managing interdependence conflict in Fortune 500’s case. This technique entails high to moderate skill levels of groups, explicit of clarity of both aims; powerful relationship status. The strategy has a win-win attitude towards leadership, high self-concept, and low concerns for traditions and formalities (Gatlin &Wysocki & Kepner 2008, p.1). Task interdependence means an extent to which a single member of a team needs materials, information and other members’ support in order to successfully accomplish a given task. Lack of this support can result in interdependence conflict (Somech, Desivilya & Lidogoster 2009, pp. 359–378). This conflict can be managed or resolved through cooperation strategy. This is also called collaborative, integrating, and problem-solving. According to van der Vegt, van de Vliert and Oosterhof (2003, p.715), interdependence in a firm’s work teams poses team members with shared dissimilarities and similarities. Interdependence among work teams helps in the diminishing of stereotyping, and instead creation of a collective identity. Sportsman (2005, pp. 32-40) maintain collaborative method of resolving interdependence conflict is applicable when both parties have levels of trust between themselves. It is also highly applicable when conflicting parties do not want to take absolute responsibility of the situation. Furthermore, Taylor (2001, pp. 406-413) argues collaborative technique is applicable when a party wants other parties to enjoy the ownership of the solutions. This method is also highly indispensable when individuals or parties involved in a conflict are ready to change their reasoning because extra information is discovered and newer alternatives are suggested. Moreover, Porter-O’Grady (2004, pp. 278-283) the technique is also useful in a situation where one needs to work through hard feelings and animosity. Apart from cooperative or collaborative conflict resolution methods, an organization can employ a compromising technique (Kelly 2006, pp. 22-28). This is a strategy that is useful when individuals of an equal status are committed to equal goals. It is also beneficial when both parties want to save a lot of time by reaching intermediary resolutions on single parts of difficult issues. This technique is also important when the parties’ goals are moderately significant. Nevertheless, Jormsri (2004, pp. 217-221) says that the method is unsuitable when in certain instances since it can lead to derailment of vital long term objectives and values in the process of settling a conflict. It may also fail to work when the original demands by a party are too high. Additionally, this method can be disadvantageous in that it may spawn cynicism, particularly whenever there is no dedication to honor these compromise resolutions (Nandalal & Simonovic 2003, pp. 1-5). 3. Conclusion & recommendations Explicitly, interdependence conflict, as identified in Fortune 500, can be resolved by applying various strategies. Some of the highlighted arguments in the review include collaboration, accommodation, and compromising. As a per the authors arguments, it is clear that the most appropriate method of resolving interdependence conflict is the application of collaboration. This is important in that it allows individuals to work together so as to accomplish a common goal, which the development of a new product in the firm. This will ensure that every party or department does its part; hence, enabling the other parties to successfully accomplish their tasks. Therefore, the firm should employ collaboration method so as to resolve the conflict among its departments. This way, the new product development team will successfully achieve its objectives. 4. Reflection My presentation on interpersonal skills and conflict management has been greatly beneficial to me. It was a brilliant idea to be assigned the task of making the presentation because it enabled me to delve more into the topic. Additionally, in my own research, I learnt a lot about how conflicts are highly inevitable in any group or organization. This is because people have different interests, goals, ideas and opinions. I also found the presentation beneficial in that enabled me to discover various ways of managing conflict. Therefore, if they are working in one organization, they are bound to always disagree on various issues. It was also worth noting that people get into conflicting situations due to many reasons, such as, failure to listen to others, lack of honesty and trust, being subjective, making unnecessary judgments, poor communication, aggressiveness, and disrespect. This presentation, further, made me understand the importance of resolving conflicts in every organization so as to achieve set goals and objectives. Besides, I also learnt that the understanding of interpersonal skills is essential in business setting. This is because it makes one listen to others’ opinions, respect others, seeing both sides, acting positively, have a shared goal, and maintain a positive relationship with other business persons. The tutorial exercises have also been instrumental in bringing out the causes of conflicts among people, and ways of managing them effectively. Through them, I understood the reasons for various conflicting situations that I have encountered personally. In addition, these assignments are beneficial in that they enabled me to learn the importance of Moreover, these exercises have been beneficial in that they have sharpened my interpersonal skills so that I can now relate well with my classmates, and I am determined to apply the skills in my profession, and the corporate world at large. Appendices Exercise 2 1. Briefly describe one conflict situation in which you found yourself in that related to working with a group/team--- perhaps a group assignment at university or a work situation. List your perceived reasons for this conflict? I got into a conflicting situation one time when we were doing an assignment in the university. Our group was handling a topic that was structured into a number of subtopics. Therefore, we divided the work among ourselves so as to make easier and faster to complete. We also wanted each member to specialize in a certain sub-topic in order to concentrate because we wanted to score highly in the assignment. Unfortunately, a conflict arose when some of the members failed to deliver their findings for compiling before submitting it to the lecturer. This conflict almost cost our marks because we had to rely on the each other in order to complete the assignment. This conflict was caused by lack of communication, lack of seriousness, and failure to listen to others (Al-Tabtabai, Alex & Aboualfotouh 2001, pp. 4-6). 2. What reasons do you think other members of the group might have? Other group members think might think that the conflict was caused by negligence, disrespect, and dishonesty. 3. What were the outcomes of the conflict? The results of the conflict entailed members calling each names, quarreling, hatred, blaming one another, and delay in completing the assignment (Deutsch & Coleman 2000, 56-62). 4. If you were to consider the human relations view that conflict is inevitable and that some tension can be creative what would you do to consider all parties – i.e. each individual (note- one individual may be considered differently to another due to culture or certain sensitivities)? I would consider all parties equally regardless of their social, economic, religious, ethnic, or cultural affiliations. I will ensure that all the conflicting parties’ needs and interests are met in the process of resolving the conflict. This is important in that it will help the group members feel fairly treated; hence avoidance of further conflicts. 5. If you could replay this scenario, what would you do the same? And what would you do differently? In case of a replay of this scenario, I will try to talk to the members to avoid a repeat of conflict through collaborating or cooperation in order to successfully complete the task. I will try to understand and assess the situation to find out what are the possible causes of the conflict, and instead of blaming others and shouting, I will try to resolve the situation. I will lead the team members into a session of resolving the conflict so as to successfully complete our assignment. References Al-Tabtabai H, Alex AP, Aboualfotouh A 2001, ‘Conflict resolution using cognitive analysis approach’, Project Management Journal, vol.32, no.2, pp 4-16. Deutsch, M & Coleman, P 2000, The handbook of conflict resolution: Theory and practice, Jossey-Bass, San Francisco. pp. 56-62. Gatlin, J &Wysocki, A & Kepner, K 2008, ‘Managing Conflict in the Workplace. p.1. http://edis.ifas.ufl.edu/pdffiles/HR/HR02500.pdf Jormsri, P 2004, ‘Moral conflict and collaborative mode as moral conflict resolution in health care’, Nursing & Health Sciences, vol. 6, no. 3, pp. 217-221. Kelly, J 2006, ‘An overview of conflict’, Dimensions of Critical Care Nursing, vol. 25, no.1, pp. 22-28. Nandalal, KDW & Simonovic, SP 2003, Conflict Resolution Support System, Software for the Resolution of Conflicts in Water Resource Management. pp. 1-5. http://webworld.unesco.org/water/wwap/pccp/phase2/crss/users_manual.pdf Porter-O’Grady, T2004, Constructing a conflict resolution program for health care’, Health Care Management Review, vol. 29, no.4, pp. 278-283. Somech, A, Desivilya, HS & Lidogoster, H 2009, ‘Team conflict management and team effectiveness: the effects of task interdependence and team identification’, Journal of Organizational Behavior, vol. 30, no. 2, pp. 359–378. http://edu.haifa.ac.il/personal/asomech/Publications.files/somech_desivilya_lidogoster_2009.pdf Sportsman, S 2005, ‘Build a framework for conflict assessment’, Nursing Management, vol. 36, no. 4, pp. 32-40. Taylor, B 2001, ‘Identifying and transforming dysfunctional nurse-nurse relationships through reflective practice and action research’, International Journal of Nursing Practice, vol. 7, no. 6, pp.406-413. van der Vegt, G S, van de Vliert, E, & Oosterhof, A2003, ‘Informational Dissimilarity and Organizational Citizenship Behavior: The Role of Intrateam Interdependence and Team Identification’, Academy of Management Journal, vol. 46, no. 6, pp.715-727 Read More