Analysis of Conflict between John and Tania - Case Study Example

Case study: Promotion Student Name & Number Date Table of content Case study: Promotion 1 Table of content 2 1.0 Introduction 3 2.0 Identification of the conflict 3 3.0 Identification of key players and their perspective 5 4.0 Identification and discussion of major issues 6 4.1 Incompatible goals 8 4.2 Communication 8 4.3 Organisational structure 8 4.4 Special issues 9 5.0 Recommendation strategy for addressing the conflict 9 6.0 Strategy implementation 10 7.0 Conclusion 12 8.0 References 13 1.0 Introduction 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 are 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 have 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 does not fit organisational goals in regard to promotion. Moore (1986) also classifies interpersonal conflict on 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 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 a 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 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 the 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). According to Lewicki, Weiss, & Lewin (1992), approach to conflict in such an organisation is based on micro-level approach. This is because the conflict is concentrated among the people within the organisation as individuals and more importantly on basis of interpersonal as well as small group behaviour variables that affect outcomes. 3.0 Identification of key players and their perspective The players in this conflict include John, Tania, colleagues and the management. As one of the parties, John has greatly contributed to this conflict. He feels that the management usually favours women, such as Tania during promotion. As a result, John decides to react by attacking Tania by ensuring that she gets a hard time in her senior role. He plays a big part in changing the mind of some of his colleagues for them to see Tania in his own view. As a result, he influences others to see Tania as unqualified for the senior position. He perceives that there was a great injustice and unfairness by the management through the way they promote women such as Tania to senior positions, a situation that has greatly contributed to a conflict (Brett, Goldberg, & Ury, 1994). In his perspective, he believes that he is more suitable for such a position and he has been frequently applying for the position but he did not qualify because in his view, women in this organisation are favoured. Tania on the other hand, is the other party who is experiencing challenges from John, which based on her position. John says hurtful and rude things, a condition that began just after Tania was promoted. Since she relies on John as well as other workers for raw data, which is essential for the success of her work, she is finding it difficult to relate with John. In addition, the issue affects even her family life since she feels that John is working hard to destroy her reputation to a point of mobilising some of workers to discredit her work. Their colleagues also pay a significant role by taking sides, a condition that has contributed to escalation of the conflict (Simons, 1989). The workers have different perception based on which side they have taken. Those for John perceive that Tania cannot be able to perform her duties effectively in her senior position since John has influenced them to term her reports as useless. On the other side, the other group of workers perceive that John has been trying to influence their colleagues in order to destroy Tania’s reputation. The management is another player as it significantly contributed to the current situation based on the idea that they did not consider informing John about their criteria for promoting as well as not taking steps to advice their applicants as well as other employee in regard to their plans and considerations on promotion. The management perceive that everyone is satisfied with his or her promotion. 4.0 Identification and discussion of major issues The major issues in the conflict from the case study include personality differences, communication problems, incompatible goals, and organisation structure. Personality differences have been evidenced between the two parties. They way John think and act is very unique as evidenced by his reaction through the use of abusive language against Tania. This is evidenced as they reach to a point where they cannot even face one another anymore. Thus, different personality is a significant issue that led to the escalation of this conflict (Baron, 1989). 4.1 Incompatible goals Incompatible goals occur when two parties perceive that their goals are mutually exclusive (Cavenagh, 1999). In addition to the achievement of common organisational goals among every employee, John perceives that his individual goal of attaining a senior position is being jeopardised by the issue on gender. In this case, he perceives that as one of the women that have been promoted (Tania) is blocking his dream of being in a senior position in this organisation. This has gone further to influencing some of his colleagues that Tania is not performing. 4.2 Communication Communication is another issue that has greatly led to the current situation. Lack of addressing a small and an unintentional problem can lead to rapid escalation of a conflict situation. From the case study, the communication problem began when John failed to be promoted; he carries the issue personally and directs it to Tania instead of raising and discussing it with the management. This raises a conflict situation between the parties, as there is no clear communication between the two. Instead, John is using an abusive language to solve the issue a situation that has cut communication between them. In addition, John makes decisions personally without any consultation and concludes that women are favoured and he decides to face Tania as one of the favoured. Due to tensions and lack of trust, the Division may be at the verge of underperforming. This shows lack of communication which easily leads to escalation of the conflict (Hutchins, 1996). 4.3 Organisational structure Organisational structure also contributes to the growth of the conflict. Since this division of the organisation is undergoing restructuring, they did not consider such cases of disagreements in regard to working relationship. This means that putting the one that did not qualify for promotion (Tania) under their immediate successful applicants (such as Tania) is a great contributor to the escalation of a conflict situation (Jaffe, 2000). 4.4 Special issues The three special issues in regard to the case study are gender, power imbalance and high emotion. From the case study, it is evident that John believes that the women in the Division enjoy more opportunities than men. His perception is based on the idea that there is no equality in regard to promotion and there is no equal sharing of power as well as variation in influence between men and women. This led to escalation of conflict, as he believes that women are more favoured in the Division as he feels that women such as Tania are the cause of lack of promotion despite many attempts (Rowe, 1990). He believes that balance of power lacks in employee relationships creating unfair advantage over some employee, in particular, the male ones (Christensen, et al, 2005). Such feelings have easily led to escalation of a conflict. Due to such situation, the two parties cannot address their differences at rational level. As a result, there is a creation of a situation where every party is emotionally charged. 5.0 Recommendation strategy for addressing the conflict From the case study, it is evidence that the main factor that has led to escalation of the conflict situation is poor communication problem. Based on communication theory, Carlopio et al, (2008), says that communication is the key to addressing the conflicts. The most effective way of managing this conflict is ensuring that communication is always kept open through mediation (Moore, 1996). According to Berger (2005), the idea of relationships based on human psychology is improved through communicating effectively. As a mediator, you will have a powerful position of showing positive management of conflict based on the way you will communicate to the parties. In order to ensure maintenance of open communication, the following principles will be essential in solving the conflict (Hedstrom, & Lauer, 2006): Active listening, that is, showing equal willingness to listen to both parties Non-verbal communication, that is, be consistent and open your body language in order to assist the parties to defuse emotions Ensure that there is use of “I” statement to ensure responsibility of every party’s statement and reduce the likelihood of reaction from the other party Avoiding common obstacles during communication such as advising, diagnosing, and lecturing among others. The ultimate goal will be for the two parties to resolve these issues between themselves. There are already angry parties and the goal of a mediator in this case is simply agreeing with the person. Looking at the issues from all the partners’ point of view, come into the real situation by being visible, that is, coming contact with the partners and colleagues face to face. More attention is very crucial in regard to setting feasible and realistic goals with all partners. 6.0 Strategy implementation The implementation of the above strategy will involve first dealing with the conflict a step at a time. This is because the conflict has already reached a “boiling point” and it will require time to address it since the parties have build tension. In addition, there are personality differences that also require to be taken to account. First, each partner needs to tell his or her own side of things. This will require time, empathy as well as attention. This will soften the first-degree anger especially the John’s high emotion. Secondly, share and compile all the available information from the two parties. It will be important to be sensitive to differences in gender and personality as these are the key to the cause of the conflict between Tania and John. Thirdly, the analysis of the data will require developing theories in regard to the background of this conflict, why it occurred as well as the relationship of the conflict to the Division as well as the parties involved. Finally, finding a feasible solution will involve solving the conflict. This will require analysing and identify all the people or groups connected to it (Costantino, & Merchant, 1996). The suggested analysis will be based on two rounds: Initially, we pinpoint the major issues as well as identifying other issues that play a role in regard to the background of this problem; also, the type of solution will be identified. This conflict does not stand on its own because there are background issues, which include the structure of the organisation and communication among others. In this way, when we deal with the background issues, such a conflict may not re-occur again (Gross, & Zimmerman, 1997). Identification of this type of conflict is essential (Goldberg, Brett, & Ury, 1988). From the case study, this conflict is more about identity since it involves conflicts about tension in regard to the case study which involves issues on gender equality as well as the culture of the organisation, in particular the restructuring. Various solutions will be required and may include agreeing to disagree (that is, making the two parties agree that disagreement is common in the organisation), but living with differences while maintaining respect, convincing the parties, agreeing to the organisational structure (which has also contributed to the conflict situation) as well as separation and identification of common values. 7.0 Conclusion The conflict situation within the case study is related to promotion where one party has a perception that the other party has affected it negatively. The conflict is interpersonal where the major issues include personality differences, communication problems, incompatible goals, and organisation structure. In addition, special issues in regard to the case study are gender, power imbalance and high emotion. The recommended strategy for the management of this conflict is based on communication theory where open communication will ensure that the parties will solve the problems through mediation. 8.0 References Baron, RA 1989, “Personality and organizational conflict: Type A behaviour pattern and self-monitoring”, Organizational Behaviour and Human Decision Processes, vol. 44, pp. 281–297. Berger, CR 2005, “Interpersonal communication: Theoretical perspectives, future prospects” Journal of Communication, 55, 415-447. Brett, JM, Goldberg, SB, & Ury 1994, Managing Conflict: The Strategy of Dispute System Design, Business Week Executive Briefing Service, Vol. 6. Carlopio et al 2008, Developing management skills, Chapter 7. (Managing conflict). Cavenagh, T 1999, Business Dispute Resolution: Best Practices, System Design & Case Management Christensen, BJ, Lentz, R, Mortensen, D, Neumann, GR and Werwatz, A 2005, “On-the- Job Search and the Wage Distribution”, Journal of Labor Economics, vol. 23, no. 1, pp, 31–58. Costantino, CA, & Merchant, CS 1996, Designing Conflict Management Systems: A Guide to Creating Productive and Healthy Organizations. San Francisco: Jossey Bass Goldberg, SB, Brett, JM, and Ury, WL 1998, “Designing an Effective Dispute Resolution System”, Negotiation Journal, vol. 4, no. 4, pp. 413-431. Gross, B., & Zimmerman, G 1997, Mediating interpersonal conflict. North Manchester, IN: Education for Conflict Resolution. Hedstrom, RA., & Lauer, L 2006, Resolving Conflict: Effective mediation tools for coaches, Adult learning module for the MHSAA coaching advancement program. East Lansing, MI: MHSAA. Hutchins, R L 1996, Reprisal, Retaliation, and Redress: What an Organization’s Management Might Want to Know. Dallas: Ombudsman Association. Jaffe, D 2000, Organizational theory: Tension and change. New York: McGraw Hill Lewicki, RJ, Weiss, SE, & Lewin, D 1992, “Models of conflict, negotiation and third party intervention: A review and synthesis”, Journal of organisational behaviour, vol. 13, no. 3, pp. 209-252 Moore, C 1996, The Mediation Process: Practical Strategies for Resolving Conflict, 2nd ed., San Francisco: Jossey-Bass Publishers. Moore, CW 1986, Sphere of conflict—causes and interventions: The mediation process—practical strategies for resolving conflict, Jossey-Bass, San Francisco. Rowe, MP 1990, “People Who Feel Harassed Need a Complaint System for both Formal and Informal Options. Negotiation Journal, vol. 6, no. 2, pp. 164-165. Simons, T 1989, Practitioners of a New Profession. Negotiation Journal, vol. 3, no. 4, pp. 401-405. Thomas, KW 1992, “Conflict and Conflict Management: reflections and Update, Journal of Organizational Behavior”, Vol. 13, No. 3, pp. 265-274. Tillett, G & French, B 2006, Resolving conflict, 3rd edn, Oxford Press, Melbourne Read More