Conflict in Law Enforcement Supervision - Essay Example

Conflict in Law Enforcement Supervision Conflict in Law Enforcement Supervision Introduction The administration of organizational conflict encompasses the analysis of and intercession in substantive and affective conflicts at the intergroup, intragroup and interpersonal levels and strategies employed to handle these disagreements. Diagnosis ought to specify whether there is a need for an intervention and what type of intercession is required. Ordinarily, an intercession is designed; first, to achieve and sustain a reasonable amount of substantive disagreement in non routine chores at diverse levels.

Secondly, to enable members of an organization to choose and employ the suitable styles of handling conflict so that diverse situations may be efficiently resolved. Thirdly, to reduce sentimental disagreement at all levels (Jeong, 2009). Nature of Organizational Conflict Conflict in organizations arises when members engage in actions, which are incompatible with those of coworkers inside their network, individuals of other collectivities, or unallied persons who use the products or services of the organization.

Conflict may also be described as an interactive procedure manifested in dissonance, incompatibility, or disagreement between or within social entities. Conflict can arise when; first, a party is obliged to perform an activity, which is incongruent with individuals’ requirements and interests. Second, a party possesses behavioral preferences whose fulfillment is incompatible with another individual’s execution of her or his favorites (Peak, Gaines & Glensor, 2010). Third, a party needs some mutually enviable resource, which has a low supply and the needs of everyone may not be fulfilled entirely.

Fourth, party possesses skills, values, goals and attitudes, which are significant in directing his or her conduct, but are alleged to be exclusive of the values, attitudes, goals and skills of others. Fifth, two parties have partially restricted behavioral favorites concerning their combined actions. Sixth, two parties are mutually dependent in the performance of activities (Peak, Gaines & Glensor, 2010). According to Hess and Orthmann (2011), traditional law enforcement institutions were hierarchical.

The chief had full authority over managers (lieutenants and captains), supervisors (sergeants) and officers. Command officers and administrators had full power over subordinates. There was minimum attention to human inter-associations of individuals within the organization. The modern law enforcement agencies are divided into administrative and field services, with workers assigned as line and staff employees. Field operations utilize line workers to assist in accomplishing the department goals.

Administrative services utilize staff workers to support the department functions. These legal enforcement agencies may experience conflicts while conducting their functions, especially community policing functions, where there is an inclusion of various stakeholders. Levels of Conflict There are four fundamental levels of conflict. The conflict levels relate to the type of conflict and the sternness of the situation. The following are the types of conflict, interpersonal, intrapersonal, intergroup and intergroup conflicts.

Level one comprises the problem to solve; in any disagreement, there is the emergence of a problem. Individuals involved begin discussing means to handle the trouble. As an element of conflict, individuals will suggest different ways of resolving the problem. At this level, all parties fully disclose the details they know concerning the problem and providing own proposals of solving the problem. Level two involves disagreement and self protection; at this level, the trouble becomes a true disagreement.

The parties involved begin withholding details. Distrust arises among individuals involved, and they start protecting themselves to make sure they are alright at the end (Jeong, 2009). Level three involves competition; after the disagreement and self protection level, the conflict begins turning into a rivalry between different persons. Individuals begin viewing the conflict as lose or win situation instead of something to work on collectively, thus creating enemies among the parties. Individuals form divisions for solutions to the conflict begin issuing threats or personalizing the problem and start creating distortions in the trouble.

Level four involves fight or flight; groups begin a true fight, revolving to fighting and fists. At this level, the problem is not a concern and individuals are aiming at eliminating the rivalry. Individuals ignore the opinions of others and are sturdily entrenched in their personal ideology (Jeong, 2009). Roles in Conflict Resolution There are five strategies employed in conflict administration, which include accommodating, forcing, compromising, collaborating and withdrawing. Collaborating approach entails problem solving.

Collaborating includes an endeavor to work with other persons, in order to accomplish a win-win answer to the existing trouble. The approach aims at finding the answer that most satisfies the interests of all parties (Jeong, 2009). Law enforcement agencies administrators should diagnose the causes and sources of destructive conflicts. The managers should then adopt appropriate strategy in finding a solution for the conflict. Collaborating is the best conflict resolution strategy. All employees should provide all the details concerning the conflict.

In case of community policing, community members should provide information necessary to resolve the conflict. However, managers should maintain a health conflict to improve performance. These health conflicts may include brainstorming sessions to establish new methods for investigations and patrol. Contest for innovative and creative ideas on law enforcement programs (Hess & Orthmann, 2011). References Hess, K.M., & Orthmann, C.H. (2011). Management and supervision in law enforcement. New York: Cengage Learning. Jeong, H. (2009).

Conflict management and resolution: An introduction. New York: Taylor & Francis. Peak, K., Gaines, L., & Glensor, R. (2010). Police supervision and management: In an era of community policing. New York: Prentice Hall.