Develop A 3-Page Plan To Identify Organizational Causes

Develop A 3 Page Plan To Identify The Causes Of Organizational

Develop a 3-page plan to identify the causes of organizational conflict, explain how conflict affects an organization, and select a conflict resolution style to use. Explain conflict negotiation strategies and determine the likely outcomes. By completing this assessment, you will demonstrate proficiency in identifying variables that promote conflict, applying strategies to resolve conflicts, analyzing the impact of conflict on relationships, evaluating outcomes of resolution strategies, and communicating effectively in APA format.

Organizational conflicts often stem from differences in opinions, values, and goals. Effective negotiation skills are essential to resolving disputes, requiring parties to generate options, brainstorm ideas, and collaborate to meet mutual goals (Hocker & Wilmot, 2014). Understanding these elements is vital in assessing conflict sources and developing strategies for resolution in organizational settings.

Paper For Above instruction

Organizational conflict is an inevitable aspect of workplace dynamics that arises from various factors such as differences in beliefs, cultural backgrounds, social statuses, and goals. Recognizing the causes of conflict is the first step in addressing and resolving it effectively. Several variables can promote conflict within organizations, including structural issues, communication breakdowns, personality differences, and systemic inequalities. These variables often coexist, creating complex situations that require diverse strategies for resolution.

Structural issues encompass ambiguous roles, lack of clear policies, or hierarchical conflicts that lead to misunderstandings and power struggles (De Dreu & Gelfand, 2008). Communication breakdowns occur when information is distorted, withheld, or misunderstood, fueling suspicion and dissatisfaction among staff and leadership. Differences in individual personalities or cultural backgrounds can also contribute to conflicts when values or communication styles clash (Jehn & Mannix, 2001). Systemic inequalities, including biases related to race, gender, or social status, can exacerbate conflicts, especially when individuals feel marginalized or unfairly treated.

The impact of conflict on an organization is profound, affecting morale, productivity, and overall organizational climate. Conflict can lead to increased stress, reduced collaboration, and a toxic work environment that hampers performance and innovation. It may also result in higher turnover rates and decreased employee engagement (De Dreu & Van Lange, 1995). In virtual or cyber environments, conflicts can escalate due to lack of non-verbal cues, leading to misunderstandings and strained relationships (Bengtsson & Raza, 2017). Face-to-face conflicts may involve direct confrontation, while group conflicts often involve underlying power dynamics or competing interests.

To address conflict, selecting an appropriate resolution style is crucial. The collaborating style, which emphasizes problem-solving and mutual gains, is well-suited for organizational conflicts where all parties seek a constructive resolution (Thomas & Kilmann, 1974). This style encourages open communication and joint effort to find solutions that satisfy everyone involved.

Conflict negotiation strategies include integrative bargaining, where parties collaborate to expand resources or options; mediating, where a neutral third party facilitates resolution; and accommodation, where one party yields to preserve harmony. Integrative bargaining aims to find win-win solutions and involves active listening, interest-based bargaining, and transparency (Fisher & Ury, 1981). Mediation involves structured dialogue to uncover underlying interests, while accommodation may be appropriate when preserving relationships is prioritized over specific issues.

Implementing these strategies can lead to positive outcomes such as restored trust, improved communication, and sustainable resolution of conflicts. However, outcomes depend on factors like readiness to compromise, organization culture, and the skill level of negotiators. Success requires continuous follow-up and reinforcement of agreed-upon solutions to prevent recurrence.

In conclusion, understanding the root causes of organizational conflict is essential for developing effective resolution strategies. By applying appropriate styles and negotiation techniques, organizations can transform conflicts into opportunities for growth and improved relationships. A proactive approach, grounded in clear communication and mutual respect, fosters a healthier work environment and enhances overall organizational performance.

References

• Bengtsson, M., & Raza, A. (2017). Understanding communication and conflict in virtual teams: An integrative approach. International Journal of Business Communication, 54(2), 123-142.
• De Dreu, C. K., & Gelfand, M. J. (2008). Conflict in the organizational context. In C. K. De Dreu & M. J. Gelfand (Eds.), The psychology of conflict and conflict management in organizations (pp. 3-26). Lawrence Erlbaum Associates.
• De Dreu, C. K., & Van Lange, P. A. (1995). The group conflict dilemma: A social psychological perspective. In D. P. Bar-Tal (Ed.), Collected essays on conflict (pp. 169-187). Springer.
• Fisher, R., & Ury, W. (1981). Getting to yes: Negotiating agreement without giving in. Penguin.
• Hocker, J., & Wilmot, W. (2014). Interpersonal conflict (9th ed.). McGraw-Hill.
• Jehn, K. A., & Mannix, E. A. (2001). The dynamic nature of conflict: A longitudinal study. Academy of Management Journal, 44(2), 262-273.
• Thomas, K. W., & Kilmann, R. H. (1974). Thomas-Kilmann conflict mode instrument. TKI Associates.