The paper 'Analysis of Conflict between John and Tania " is a good example of a management case study. According to Thomas (1992), conflict in an organisation begins where there is a perception by one party that the other party either has affected it negatively or is in the process of causing a negative effect, something that the first party is concerned about. As a result, a crossover interaction later leads to an interparty conflict. Such conflict that people may experience within an organisation is based on goals incompatibility, disagreements in regard to behavioural expectations as well as differences based on interpretation of facts. This article involves an analysis of the case study by classifying and identifying the conflict, identification of key players and their perspectives, identification and discussion of major issues, a proposed strategy for addressing the conflict as well as a detailed implementation of the strategy. 2.0 Identification of the conflict From the case study, there is a conflict between John and Tania which is based on their difference in perception in regard to promotion, an issue that has negatively affected the two parties.
This type of conflict is interpersonal. This is because the two parties (John and Tania) are not able to solve personal issues between themselves in regard to promotion within the organisation where John feels that the organisation favours women and the promotion of his colleague (Tania) is based on favouring of the other gender. According to Carlopio et al, (2008), the source of this conflict can be attributed to personal differences where John feels that his personal goals and interests do not fit organisational goals in regard to promotion. Moore (1986) also classifies interpersonal conflict on the basis of interest where John wants to express disagreement or dissatisfaction through an interaction when his interests, ideas or behaviours are clashing with that is his colleague.
This has been caused by differing opinions in regard to promotion, or unequal authority or power. According to Thomas (1992), the transition in conflict though in regard to the case study can be based on a traditional view of conflict where the type of conflict discussed in the case study is harmful. The major causes in the conflict are due to lack of openness, poor communication as well as lack of responding to the needs of the parties in regard to their issues. However, this conflict later extends, as their colleagues are involved.
The two parties have each gained supporters where John has succeeded convincing some colleagues to go against Tania. On the other hand, Tania also gains strong supporters that keep her informed about the intentions of her partner. In this way, such conflict becomes dysfunctional as it is currently playing a significant role in hindering the achievement of the goals of the organisation.
This can be evidenced as John tries to persuade them about the deficiencies of Tania’ s reports. As Thomas (1992) explains, the results of such behaviours include distorted perceptions where an opposing team developed by one party views itself as in the correct path as well as playing a more important role within the organisation as compared to others. In addition, there is a reinforcement of negative stereotyping about the other party. Such is the situation from the case study where John mobilises some colleagues to underestimate the efforts of Tania and exaggerating the issue by terming the work of Tania as “ useless” .
As a result, there is a break down in regard to communication between the parties where communication is regarded as central to addressing the conflicts. This communication breakdown has resulted in goals difference where every party has different expectations in regard to promotion causing conflict in the way they interact. Such conflict has been attributed to the feeling of one of the party that there is no equitable allocation of rewards in regard to gender.
In addition, the conflict is provoked by one party that is currently eroding the relationship between employees (Tillett, & French, 2006).
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