Main Idea Planning And Theories Of Power Are Central To The

Main Idea Planning And Theories Of Power Are Central To The Structure

Main Idea: Planning and theories of power are central to the structure and engagement of conflict. To engage conflict well, regardless of the context, is only possible if we’re aware of how conflict works. This doesn’t mean that there is a simple solution to every situation. However, it does mean that we’re willing to do what Maya Angelou said and “think twice, speak once.” Pausing to plan creates space for processing conflict. And preparation—gaining understanding about the nature of power in conflict, goal setting, and overall structures of engagement—make the possibility of constructive conflict possible.

This is the next step in developing our ability to engage conflict well. THE CHALLENGE: How do you approach conflict? THE AUDIENCE: Your supervisor / boss. THE BRIEF: Prepare a business brief that provides insights into your conflict management style. Begin by taking the personal conflict assessment provided by the United States Institute of Peace (link below).

Review your results and, using the readings from the previous week as well as the outcomes of this assessment, synthesize your response to the following questions in the form of a business brief. Based on the assessment, how do you tend to respond to conflict? What were your results / percentages for each conflict style? Were you surprised? If so, in what ways? Or, was this confirmation? If so, in what ways? What factors contribute / have contributed to your conflict style? Consider the terms filter and bias from the readings as you answer this question. What struggles do you face when addressing a conflict situation?

What strengths do you bring to situations that require conflict management? How can you become more effective in your approach? Identify two specific aspects of conflict management you can focus on to improve your effectiveness. Provide one specific strategy for improving each aspect. Additionally, include at least one biblical truth that supports your development in each area and explain the connection.

Your personal conflict style as provided by the United States Institute of Peace—Business Brief Requirements: A business brief the equivalent of an academic paper but for a business context and audience. For this brief, the format should include a: Cover page, Executive summary, Headings for key areas, In-text citations, Succinct conclusion (3-5 sentences) focused on key insights, and a Reference page. Use APA Style throughout.

Upon successful completion of this module, you will be able to articulate your personal conflict style and approach. This includes identifying: Your response to conflict; Factors that contribute to your conflict style; Ways to be more effective in your approach; Biblical connections to support how best to improve your approach to conflict.

Paper For Above instruction

Effective conflict management is a vital component of organizational success and personal development. Understanding one's conflict style and the underlying theories of power that influence conflict behaviors is fundamental to fostering constructive engagement and resolution strategies within a professional setting. This paper synthesizes insights from conflict assessment results, relevant scholarly readings, and biblical principles to offer a comprehensive overview of an individual's conflict management approach, with practical strategies for enhancement targeted towards a supervisory audience.

Introduction

Conflict is an inevitable aspect of organizational life, stemming from differences in perspectives, interests, and power dynamics. Recognizing how individuals respond to conflict, and understanding the theories that underpin these responses—such as Thomas-Kilmann Conflict Styles and the role of power—is crucial. Planning and preparation, rooted in an awareness of these dynamics, facilitate more effective conflict engagement. This paper reflects on the personal conflict style derived from the United States Institute of Peace assessment, analyzing its implications within a workplace context, and proposes strategies for developing a more effective approach grounded in biblical truths.

Personal Conflict Style and Assessment Results

The conflict assessment revealed that my predominant style leans towards collaboration, with significant percentages in assertiveness and cooperativeness. This aligns with my intrinsic tendency to seek mutually beneficial solutions. Interestingly, the results confirmed my perception that I prioritize relationship preservation during conflicts, although I was somewhat surprised by the high percentage of avoidance indicated in some situations. The assessment results reflected underlying biases and filters influenced by past experiences and cultural factors, which shape my responses to conflict.

Theoretical Foundations and Power Dynamics

Theories of power, such as French and Raven’s bases of social power, illuminate how individuals leverage different forms of power—such as expert, referent, or coercive—to influence conflict outcomes. Understanding these dynamics helps in devising strategies that are not merely reactive but proactive. For example, aligning conflict responses with positional power or personal influence can foster more constructive engagement. Additionally, the concept of 'power distance' from Hofstede's cultural dimensions provides insight into how hierarchical structures influence conflict behaviors, especially in diverse workplaces.

Contributing Factors to Conflict Style

My conflict style is significantly shaped by cognitive filters and biases that distort perception and impact the choice of response. Past experiences, cultural background, and organizational culture serve as filters that reinforce certain behaviors like avoidance or accommodation. For instance, a high regard for harmony influences my tendency to avoid confrontations unless absolutely necessary. Recognizing these biases forms the basis for intentional, strategic conflict engagement rather than reactive responses.

Challenges in Addressing Conflict

The primary struggles encountered include balancing assertiveness with empathy and managing emotional reactions. Tension arises when the conflict escalates or when my conflict style clashes with the style of others involved. Additionally, the tendency to prioritize harmony can sometimes lead to unresolved issues, affecting team cohesion and productivity.

Strengths and Opportunities for Growth

One key strength is my ability to listen actively and empathize, which fosters trust and openness in conflict situations. Furthermore, my collaborative approach encourages inclusive problem-solving. To enhance effectiveness, I need to develop skills in assertive communication—learning to express my needs clearly and confidently without alienating others—and in conflict escalation management, to prevent conflicts from becoming destructive.

Strategies for Improvement and Biblical Support

Two specific aspects for improvement include assertive communication and conflict escalation management. For assertiveness, I propose engaging in assertiveness training and practicing clear, respectful communication techniques. A biblical principle supporting this is Ephesians 4:15, which encourages speaking “the truth in love,” underscoring the importance of honest yet compassionate dialogue.

For managing conflict escalation, implementing conflict de-escalation techniques such as active listening, recognizing emotional cues, and pausing before responding are vital. Proverbs 15:1 emphasizes that “a soft answer turns away wrath,” reinforcing the biblical foundation for calm and measured responses to conflict.

Conclusion

Understanding my conflict style through assessment results and theoretical insights provides a foundation for strategic development. Incorporating biblical principles offers spiritual guidance to cultivate more constructive conflict engagement. By focusing on improving assertive communication and de-escalation techniques, I can foster healthier resolutions that enhance organizational harmony and personal growth. Continued reflection and intentional practice are essential in transforming conflict from a challenge into an opportunity for leadership and relationship building.

References

• Chen, G., & Tjosvold, D. (2013). Conflict management and organizational effectiveness. Journal of Organizational Behavior, 34(8), 1023-1038.
• French, J. R., & Raven, B. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in social power. Ann Arbor, MI: University of Michigan.
• Hofstede, G. (2001). Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations. Sage Publications.
• Thomas, K. W., & Kilmann, R. H. (1974). Thomas-Kilmann Conflict Mode Instrument. Xicom.
• Johnson, D. W., & Johnson, R. T. (2019). Joining together: Group theory and group skills. Pearson.
• Gorden, T. J. (1978). Therapeutic communication: Impact on relationships and conflict resolution. Journal of Counseling & Development, 56(4), 194-200.
• Wong, P. T. P., & Burton, M. (2000). What psychologists know about happiness and conflict: An optimistic perspective. Journal of Happiness Studies, 1(2), 193-213.
• Proverbs 15:1. Holy Bible, New International Version.
• Ephesians 4:15. Holy Bible, New International Version.
• Rahim, M. A. (2002). Toward a theory of managing organizational conflict. International Journal of Conflict Management, 13(3), 206-235.