Read The Following Scenario: Emma And Isabella Attend The Fr

Readthe Following Scenarioemma And Isabella Attend The Front Office A

Read the following scenario: Emma and Isabella attend the front office at an urgent care facility. They have worked together for over 5 years and enjoy collaborating on projects. As their manager, you have asked them to work together to create a team training on effective communication in the workplace. Emma feels that it is important to provide hands-on learning (e.g., role play) while Isabella feels that a lecture is the most appropriate format for this team. Emma defends her point by saying that her sister has been a teacher for 10 years, and she has proven that hands-on learning increases the engagement and likelihood of remembering the training material.

Isabella feels that Emma does not account for her 10 years of experience in the medical office and voices her disgust with Emma and her lack of appreciation for her experience. Isabella storms off and leaves Emma to finish the work. Emma approaches the manager and complains that she has been left to complete the training because Isabella refuses to talk or work with her.

Write a 500- to 750-word paper that discusses how you would handle the situation. Complete the following in your paper: Describe the type of conflict illustrated in the scenario. Identify the strategies the manager could use to resolve the conflict between Emma and Isabella to create a supportive climate again. Explain how the defensive climate created by the conflict will affect the workplace relationship between Emma and Isabella. Discuss the impact it could have on the other clinic staff and the consumers who use the clinic. Cite any references to support your assignment. Follow APA formatting.

Paper For Above instruction

The scenario involving Emma and Isabella highlights a complex interpersonal conflict rooted in workplace communication, differing perspectives, and perceived undervaluation of experience. This type of conflict can be classified as a relational or interpersonal conflict, where disagreements arise from personal differences, communication styles, and perceptions of respect and appreciation (Deutsch, 2017). In this case, the tension stems from conflicting approaches to training development—Emma’s advocacy for experiential, hands-on learning versus Isabella’s preference for traditional lecture formats—as well as underlying issues of professional respect and recognition of experience.

Interpersonal conflicts like this often escalate when communication breaks down and defensive climates develop. A defensive climate in organizational settings occurs when individuals feel attacked, misunderstood, or undervalued, leading them to respond with hostility, withdrawal, or defensiveness (Gibb, 1961). In this scenario, Isabella’s storming off and Emma’s complaint to the manager exemplify defensive behaviors, where emotional responses hinder constructive dialogue. Such climates not only impede resolution but create an environment where trust erodes, morale diminishes, and collaboration suffers (Tjosvold, 2018).

Effective conflict resolution strategies for the manager should prioritize open communication, empathy, and mutual respect. First, the manager can facilitate a private, structured dialogue between Emma and Isabella to acknowledge each person’s perspective and foster understanding. Active listening, where each party paraphrases the other’s viewpoints, helps reduce misunderstandings and demonstrates respect (Rogers & Farson, 1957). For example, the manager might say, “Emma, I appreciate your innovative ideas for hands-on learning, and Isabella, I recognize your extensive experience in the medical office. Let’s discuss how we can incorporate both approaches into the training.”

Secondly, employing a collaborative problem-solving approach can help rebuild the relationship and promote teamwork. Encouraging Emma and Isabella to co-develop the training plan fosters a sense of ownership and shared responsibility (Johnson & Johnson, 2017). The manager could also establish ground rules emphasizing respect, listening, and valuing diverse experiences, creating a more supportive climate (Schein, 2010).

Addressing the defensive climate is crucial because it adversely affects workplace relationships. When team members feel threatened or undervalued, trust diminishes, and communication becomes strained (Gibb, 1961). This can lead to ongoing misunderstandings, decreased motivation, and lower team cohesion. For Emma and Isabella, persistent defensiveness may hinder their ability to collaborate effectively in future projects, ultimately impacting their productivity and job satisfaction.

The broader impact extends to other staff and clients as well. A hostile or tense environment can diminish team morale, increase stress, and reduce overall efficiency (Tjosvold, 2018). For patients and clients, observable conflicts can erode trust in the clinic’s professionalism and compromise service quality. Therefore, it is imperative for management to intervene promptly, fostering a culture of open dialogue, mutual respect, and shared goals to ensure a positive workplace climate (Schein, 2010).

In conclusion, the conflict between Emma and Isabella exemplifies a relational conflict exacerbated by a defensive climate. The manager’s role is pivotal in mediating this disagreement through active listening, empathy, and collaborative conflict resolution strategies. Restoring trust and respect will ultimately enhance team dynamics, improve service delivery, and promote a healthier organizational environment.

References

• Deutsch, M. (2017). The resolution of conflict: Constructive and destructive processes. Yale University Press.
• Gibb, J. R. (1961). Defensive communication. Journal of Communication, 11(3), 141-148.
• Johnson, D. W., & Johnson, R. T. (2017). Cooperative learning: The foundation for active learning. New Directions for Teaching and Learning, 2017(133), 7-17.
• Rogers, C. R., & Farson, R. E. (1957). Active listening. Industrial Relations Center, University of Minnesota.
• Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
• Tjosvold, D. (2018). Cooperative conflict: Harnessing conflict to build better relationships. Journal of Organizational Behavior, 39(2), 123–137.