Conflict Case Study
Functional or Dysfunctional?
Conflict is a normal and healthy part of any relationship. It provides an opportunity for growth and resolution, and can even help to strengthen the bond between two people. However, not all conflict is created equal. Functional conflict is marked by healthy communication and a mutual respect for each others opinions. Both parties feel safe expressing their thoughts and views, and are willing to compromise in order to find a resolution. In contrast, dysfunctional conflict is characterized by winner-takes-all mentality, stonewalling, and a general lack of respect, and it can harm an organization. As Bauer and Erdogan (2012) state, Conflict can be dysfunctional if it paralyzes an organization, leads to less than optimal performance, or, in the worst case, leads to workplace violence. This kind of conflict often leads to arguments and resentment, and can damage the relationship beyond repair. It is important to be able to distinguish between these two types of conflict in order to maintain healthy relationships.
The kind of conflict that Nick Cunningham faces is definitely dysfunctional. It is an environment wherein there is the risk of a total breakdown, what with Mansfield threatening to retire after the way he is treated by Synergon (Cliffe, 1991). However, this does not mean that the functional cannot become functional. Nick does have the power to turn the dysfunctional conflict he is facing into a functional conflictone that can lead to good and positive outcomes. As Cliffe (1991) explains, Nick needs to get Mansfield on his side. He needs to empathize with him and express personal regret about how the transition process has gone so far. In return, he needs a commitment from Mansfield that he will stay on and help Nick with the transition. If these two men can begin to understand each other, they may be able to salvage the acquisition.
Source of Conflict
The way to resolve the conflict gives a hint at the source of the conflict: it is indeed a conflict arising from interpersonal/relational issues. The directing manager of Beauchamp feels slighted by the Synergon group, and feels that he and his people are being treated like less-than-equals. He does not like the treatment, and feels rightly so that he deserves more respect. As Luthans et al. (2015) explain, organizational conflict can take many different shapes, but one has to know how to deal with stress in order to prevent conflict from escalating into dysfunction. What makes the problem difficult for Nick is...
…emotional intelligence are important in a variety of settings (Liddle, 2017). For example, people high in social intelligence are better able to navigate the complexities of social interactions and relationships. They are also better at reading other people's emotions and understanding the communication cues that underpin human interaction. People high in emotional intelligence, on the other hand, are better able to manage their own emotions and reactions. They are also better equipped to understand and respond effectively to the emotions of others. Given the importance of these skills in everyday life, it is not surprising that they also play a role in conflict management.Additionally, research has shown that people with higher levels of social and emotional intelligence are better able to defuse conflict situations before they escalate (Liddle, 2017). They are also more likely to use effective conflict resolution strategies when disagreements do occur. Furthermore, they are better at maintaining constructive communication with the other party during a dispute. Given the importance of managing conflict effectively, it is clear that social and emotional intelligence are valuable skills for anyone involved in mediation or conflict management. For Nick, in the future, the best thing he can do is make sure he and his team develop social and…
References
Bauer, T., & Erdogan, B. (2012). Chapter 10: Conflict and negotiations. OrganizationalBehavior. Lardbucket.orgCliffe, S. (1999). Can This Merger Be Saved? Harvard Business Review, 77(1), 28-44.
Liddle, David. ( © 2017). Managing conflict: a practical guide to resolution in theworkplace. [Books24x7 version]Luthans, F., Luthans, K. W., & Luthans, B. C. (2015). Chapter 9: Stress and conflict.
Organizational behavior: An evidence-based approach. Charlotte, North Carolina: Information Age Publishing, pp. 258-264.
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