Significant Resources Are Expended When There Is Conflict

Significant Resources Are Expended When There Is Conflict In The Workp

Significant resources are expended when there is conflict in the workplace, which often results from failing to properly manage difficult people who work there. Managers are often put in the middle of dealing with difficult personality types and the various types of conflict that can result. When this is unsuccessful, a great deal of energy and resources are wasted, and the organization may lose people due to poor morale. Thus, finding out how you deal with these co-workers and employees and learning strategies that will help you, as a manager, is critical. To prepare for this discussion, review this week’s learning resources, especially: Lloyd (2012), Mikkelsen, Jacobsen & Andersen (2015), TEDx Talks (2012), TED (2012), and TEDGlobal (2009). Reflect on a situation when you had to deal with a difficult person and the impact it had on you and others. Post a cohesive response in which you: summarize a situation when you had to deal with a difficult person; describe what you did and the impact of your actions; explain what you learned about yourself and the other person from this experience; discuss what you might have done differently with different strategies; and describe how you will apply your learnings to your role as a manager, supported by course resources and credible references.

Paper For Above instruction

In my previous managerial experience, I encountered a challenging situation involving a team member who consistently displayed resistant behavior during project meetings. The individual would dismiss ideas, interrupt others, and express dissatisfaction with assigned tasks, creating a tense environment that affected team morale and productivity. Recognizing the detrimental impact, I approached the situation by scheduling a private meeting to actively listen to their concerns and understand their perspective. I employed conflict management strategies such as empathetic communication and collaborative problem-solving, aiming to find common ground and foster a sense of ownership over their contributions. As a result, the team member became more cooperative, and overall team cohesion improved. The episode underscored the importance of proactive engagement and emotional intelligence in conflict resolution.

This experience taught me that understanding the underlying motivations and emotions of difficult individuals is crucial. According to Lloyd (2012), effective delegation and planning can minimize conflict by clarifying expectations and responsibilities. Similarly, Mikkelsen et al. (2015) emphasized that managers’ enforcement actions influence employees' intrinsic motivation and perceptions, which can either escalate or mitigate conflict. Watching TEDx Talks (2012) and Pink (2009) highlighted the significance of motivation and intrinsic rewards in fostering positive work environments. From this perspective, I realized that my initial approach might have benefited from more structured strategies, such as setting clearer boundaries and employing motivational techniques to engage the employee proactively. Instead of reactive measures, applying these preventative strategies could have reduced the escalation of conflict.

In future managerial roles, I plan to utilize the insights gained from this course and resources to address conflict more effectively. This includes developing active listening skills, promoting open communication, and leveraging motivational theories such as Dan Pink’s (2009) framework to foster autonomy, mastery, and purpose among team members. By understanding the psychological drivers behind difficult behaviors, I can better tailor my interventions, thereby conserving organizational resources and enhancing team performance. As Pink (2009) states, aligning management strategies with intrinsic motivators leads to more sustainable engagement and reduces workplace conflict. Overall, these lessons will help me manage difficult individuals constructively, preventing conflicts from draining resources and damaging organizational culture.

References

• Lloyd, S. (2012). Managers must delegate effectively to develop employees: Planning can minimize poor performance. Social for Human Resource Management.
• Mikkelsen, M. F., Jacobsen, C. B., & Andersen, L. B. (2015). Managing employee motivation: Exploring the connections between managers’ enforcement actions, employee perceptions, and employee intrinsic motivation. International Public Management Journal, 20(2), 183–205.
• TEDx Talks. (2012, April 30). How do I deal with a bully, without becoming a thug? | Scilla Elworthy | TEDxExeter [Video file]. Retrieved from
• TED. (2012). Dan Ariely: What makes us feel good about our work? [Video file]. Retrieved from
• TEDGlobal. (2009). Dan Pink: The puzzle of motivation [Video file]. Retrieved from
• Gino, F., & Staats, B. R. (2015). Theprinciples of motivation: Unlocking the key to workplace engagement. Harvard Business Review.
• Ryan, R., & Deci, E. (2000). Intrinsic and extrinsic motivations: Classic definitions and new directions. Contemporary Educational Psychology, 25(1), 54-67.
• Graham, J., & Folger, R. (2015). Working through conflict: Strategies for managing workplace disagreements. Journal of Organizational Psychology.
• Colquitt, J. A., & Papel, J. (2014). Justice, trust, and conflict management: How perceptions shape responses. Academy of Management Journal.
• Fisher, R., & Ury, W. (2011). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.