Summary: Each Student Will Write A 5-7 Page Paper On 853142

Summaryeach Student Will Write An 5 7 Page Paper On A Conflict That H

Each student will write a 5-7 page paper on a conflict that he or she experienced in an organizational setting. The submission must be typed, double-spaced, and have uniform 1-inch margins in 12-point Times New Roman font. The organizational analysis will contain the following sections: Background and history that led to the conflict. How/why did the conflict escalate? How was the conflict resolved? What would the student have done differently, based on what he or she has learned in the class?

Paper For Above instruction

Introduction

The experiential conflict I encountered in an organizational setting provides a valuable case study to analyze. This paper aims to dissect the background, escalation, resolution, and personal reflections related to this conflict, drawing upon organizational conflict theories and personal learning from the course.

Background and History

The conflict unfolded within a mid-sized marketing firm where I was employed as a team member. The root causes stemmed from unclear communication regarding project roles and deadlines. The project involved multiple departments, including creative, sales, and management, whose differing priorities and expectations created an environment ripe for misunderstanding. Prior to the conflict, engagement was generally positive, with collaboration being the norm. However, as project pressures intensified, ambiguities over responsibilities emerged, leading to the initial disagreements.

Escalation of the Conflict

The conflict intensified when a critical deadline was missed, resulting in client dissatisfaction and internal frictions. A series of miscommunications exacerbated tensions; team members began blaming each other publicly during meetings, and frustration grew. The lack of effective conflict management strategies led to defensiveness and emotional escalation. According to Thomas-Kilmann conflict mode instrument, team members primarily engaged in competing and avoiding behaviors, which further entrenched the dispute. The escalation was fueled by underlying issues such as lack of trust, fear of reprisal, and perceived uneven workload distribution.

Resolution of the Conflict

The conflict reached a point where intervention was necessary. A formal mediation session was organized by a senior manager, facilitating open dialogue among team members. The mediator employed collaborative conflict resolution techniques, encouraging active listening and empathy. Each party was able to express their perspectives, revealing misunderstandings and misaligned expectations. Through this process, accountability was acknowledged, and the team agreed on clearer communication protocols, shared responsibilities, and regular check-ins. The resolution fostered improved relationships and a renewed commitment to teamwork, emphasizing transparency and mutual respect.

Lessons Learned and Personal Reflection

Reflecting on this conflict, I recognize that earlier application of proactive conflict management strategies could have mitigated escalation. Employing conflict resolution tools such as interest-based relational approach, active listening, and promoting psychological safety might have addressed issues before they intensified. Based on lessons from the course, I would advocate for the implementation of conflict management training within organizations to enhance employees' skills in navigating disagreements constructively. Moreover, establishing clear communication channels and mutual expectations from the outset can prevent misunderstandings. Personally, I would approach similar conflicts with greater emotional regulation, seeking mediation earlier and focusing on collaborative problem-solving rather than defensive reactions.

References

• De Dreu, C. K., & Gelfand, M. J. (2012). The Psychology of Conflict and Conflict Management. American Psychological Association.
• Kolb, D. M., & Putnam, L. L. (1992). The multiple faces of conflict in organizations. Journal of Organizational Behavior, 13(3), 311-324.
• Thomas, K. W., & Kilmann, R. H. (1974). Thomas-Kilmann Conflict Mode Instrument. Xicom, Incorporated.
• Rahim, M. A. (2002). Toward a theory of managing organizational conflict. International Journal of Conflict Management, 13(3), 206-235.
• Fisher, R., & Ury, W. (1991). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.
• Putnam, L. L., & Poole, M. S. (1987). Conflict and negotiation: An overview. In Handbook of Organizational Communication (pp. 516-558).
• Deutsch, M. (1997). Cooperation and Competition. In M. Deutsch & P. Coleman (Eds.), The Handbook of Conflict Resolution: Theory and Practice (pp. 23-55). Jossey-Bass.
• Cavusgil, S. T., Knight, G., Riesenberger, J. R., Rammal, H. G., & Rose, E. L. (2014). International Business. Pearson Australia.
• Lewicki, R. J., Barry, B., & Saunders, D. M. (2015). Negotiation. McGraw-Hill Education.
• Bolton, R., & Bolton, D. (2014). People Styles at Work...And Beyond. Open Road Media.