Institutional Conflict
COM FPX 3700 Assessment 2 Institutional Conflict CM
Conflict is a natural component of humanity. Conflicts can and will arise within an organization when two or more people come together with different views, beliefs, values or perceptions. There are many reasons why and how conflict can arise within an institution or organization. In this paper we will focus on three reasons that conflict can arise.
The first conflict reason we will discuss will be the lack of understanding certain areas of job function. This can cause conflict when employees do not fully understand their function within an organization. In this case others may perceive that a person is not doing their job or not doing their part in the organization. If a job description is not clearly defined and all co-workers are not on the same page or do not understand adequately conflict will arise. Having clear cut roles and expectations can help decrease these conflicts.
The second reason for conflict will be the lack of a clear, chain of command. Every employee should know who to report to and when it might be appropriate to go to the next in command. Conflict can arise when a person does not report to the appropriate supervisor or manager. When this conflict occurs trust can be broken and eel feelings can flare, causing increased tension within the organization. When there is a set chain of command with clear parameters this reason for conflict can be minimal.
The third but not least reason for conflict within an organization the mere fact of human opinion, beliefs and perception. Any time there is two or more persons or a group of persons there will without a doubt be conflict at some point in time. People disagree for various reasons at various times. Personal background, cultures, beliefs and much more can play a part in a person’s perception. With proper conflict resolution training within a facility we can help decrease the chances of non-reconcilable conflict. Humans at times have to agree to disagree and with adequate leadership this can happen. Pitsillidou et al., 2018.
Functional and Dysfunctional Conflict
Functional conflict in institutional change positively effects performance and outcomes in the relationship. With functional conflict it is possible to stimulate smooth functioning relationships and enhance positive outcomes. Functional conflict will activate positive exchange that will build on each other’s skills and knowledge enabling the organization to make positive changes with successful outcomes. Functional conflict builds relationships by problem solving and will benefit from ongoing collaboration to resolve the issues they are facing. Functional conflict will result in positive attitudes and increased work performance with in the organization, and will facilitate positive change. Pfajfar et al.,(2019).
Dysfunctional conflict, on the other hand, in institutional change can lead to hostility and negative attitudes within the relationship. Dysfunctional conflict can create discontent and create barriers within the relationship. Dysfunctional conflict can tear down relationships within the institution and pose serious threats to the success of the association. It is not possible to encourage and motivate others to perform at their best when this type of conflict is prevalent. Dysfunctional conflict will usually result in negative attitudes and performance within the organization. Pfajfar et al., (2019).
Conflict Resolution Strategies
A strategy that I recommend as a resolution to Functional conflict would be to use the smart management strategy. Using this strategy the manager will encourage and enable healthy disagreements and discussions. Healthy disagreements can bring in new ideas and create positive change within the organization. This strategy can also build trust and stronger relationships that facilitate a stronger organization. Building and enhancing mutual respect can grow ideas and positively affect all aspects of the organization. Tandler et al., 2021.
COM FPX 3700 Assessment 2 Institutional Conflict CM
Dysfunctional conflict can at times be challenging to identify and there is often times no easy solution strategy to resolve it. I recommend using the Arbitration resolution strategy to resolve dysfunctional conflict. With this strategy the manager will listen to both parties involved in the conflict, often imposing a solution. Using this solution it is important to not take sides in the conflict. I recommend the manager presents a solution that neither party will like but then give both parties a set amount of time to come back with a solution they feel they both may agree on. The manager may then have to tweak the solution they all agree on and then hold both parties accountable. Tandler et al, 2021.
References
Pfajfar, G., Shoham, A., Makovec, M., Koufopoulof, D., Katsikeas, C., Mitrega, M., (2019)
Power source drivers and performance outcomes of functional and dysfunctional conflictin exporter-importer realtionships https://www-sciencedirect-com.library.capella.edu/science/article/pii/S0019850117302122?via%3Dihub
COM FPX 3700 Assessment 2 Institutional Conflict CM
Pitsillidou, M., Farmakas, A., Noula, M., Roupa, Z., (2018) Conflict management among health
Professionals in hospitals of Cyprus. J Nurs Manag. 2018; 26: 953– 960. https://doi-org.library.capella.edu/10.1111/jonm.12631
Tandler, N., Kruger, M., Petersen, E., (2021) The medication role of personal conflict resolution
Styles. Department of Psychology, University of Halle-Wittenberg, Emil-Abderhalden-Str. 26-27, 06108, Germany, Halle https://web-p-ebscohost-com.library.capella.edu/ehost/detail/detail?vid=0&sid=b75593ba-0462-4e9a-aa9e-a2afed169c03%40redis&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#db=pdh&AN=2020-78015-001
