Conflicts & Solutions Report 2022

Conflicts & Solutions
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Running Head: Report
Contents
1. Developing Self-Awareness 1.....................................................................................................2
1a.Identification of personal stage of moral development...........................................................2
1b. Explanations of how stage is likely to influence behavior, interpersonal orientation and
results of it....................................................................................................................................3
2. Solving Problems Analytically and Creatively............................................................................5
2a. Identification of possible blocks to creativity........................................................................5
2b. Relationship between Creative analogy & a creative solution or new viewpoint.................6
3. Managing Conflict.......................................................................................................................8
3a. Use of recognizable conflict resolution approach..................................................................8
3b. Explanation of why this approach is appropriate.................................................................11
3c.Identification and explanation of reasonable alternative.......................................................11
4. Leading Positive Change...........................................................................................................12
4a. Establishing a climate of positivity, readiness to change and articulation of the vision......12
4b.identifying and explaining actions to be taken......................................................................13
References......................................................................................................................................15
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1. Developing Self-Awareness 1
1a.Identification of personal stage of moral development
As per the given case, one will certainly not agree immediately to write to the boss and inform
him about the dinner wherein the person was not dining at all. The main reason being one is
working in a professional environment and no one will lie to the boss and it is against the
personal interests of the person and the atmosphere of the moral development. The transparent
information will be shared that all the sales individuals were indeed present for the conference or
the meeting. Since there is a need to respect the differences amongst the human beings and need
to respect the colleague approaching one to write a note to the boss (Whetton & Cameron ,
2011).It becomes all the more important to trust the man as he was sharing the information that
he indeed took some of his friends for the dinner and charged it for the expense account. In such
scenarios, it is really important to check out for more information about the dinner itself (Hogan
et al., 2011). The boss could have asked for more data like to show the invoice or the bill or the
credit card invoice or the debit card slip as a proof. Furthermore the person added that his friends
may be the potential clients for the company, the boss or the other colleague could have invited
the potential friends for the next round to meeting to the company and communication may be in
the form of the official mail and a copy of it could be sent it across to the boss also. The contact
information may be shared with the respective person from the other department like public
relations and information may be checked out if it was correct or not. There are stages of the
moral development of individuals and these differ from person to person. One needs to respect
these differences and ethical orientations also (Jackson, 2015).
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1b. Explanations of how stage is likely to influence behavior, interpersonal orientation and
results of it
There are various ways to understand the case in the first place as per the influence on either of
the two individuals. The first individual may be called as "behaving agent" and the second
person approached for the help will be titled as "behavioral-individual". In other words, there are
differences between the two individuals. Thus, there is a common professional relationship
between the two individuals. The first "behaving person" (called BP) is approaching for the help
to the "Behavioural-person" (BHP). The dimension of the BP is recognized as "knowing" kind
whereas for the BHP is planning form. Thus, the differences are identified at the cognitive styles
for the BP and BHP. The lines of sensitivity are drawn and clearly understood for both
individuals. For example, in the case of BP, it may be understood that he trusts BHP more and
looking for some kind of guidance or mentoring or grooming or ready to take some kind of
guidance or support for his actions. His moral and ethical values are being tested from the side of
the boss. Even if one observes from the different angles of the various standards for making the
ethical decisions, it is observed and perceived that BP is on the "front page test" mode for his
boss (Robles, 2012). However, from his own awareness, it is very clear that he is aligned on
"dignity and liberty test" or "equal treatment test" or "congruence test" also. In such scenarios,
BHP must rely on "procedural justice test" or "virtuousness test" or "cost-benefit test". As a
matured sales person and someone who really values the goals and vision of the company, BHP
must approach the boss and share the procedural justice test with priority and demand for the
cost benefit test. As per the procedural justice test, BP must be asked to present the invoices or
the charged bills or the slips to the company. He may be asked to share the relevant contact
information of the future prospects like the mail ids or phone numbers. In other way, the boss
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may be quite SMART and ask BP to invite his friends to the company for the next round of
official face-to-face meeting at the company (Aguinis & Kraiger, 2009). It is the emotional
intelligence which comes into the play now. Subsequently, BHP exhibits the emotional
intelligence which is really the solution of the hour for both the boss and BP. This emotional
intelligence is present with four necessary attributes viz. self-management, self-awareness, social
awareness and relationship management. With these skills in hand, BHP may communicate the
scenario in a proper manner to the boss and help his colleague also. Therefore, the conflict is
managed and resolved in a healthy emotional manner for the boss and BP also (Jones, 2013).
There are various ethical orientations present for the given case like Absolutism, Situationalism,
Categorical Imperativism, Communitarianism, Deontologicalism, Teleologicalism,
Utilitariansism, The Golden Rule and many other such standards. However, for the present
scenario, the best one will be the situationalism one. The main reason for opting for it is simply
based upon the fact that there is a need to understand the situation in the first place before
reacting towards it (Müller & Turner, 2010). For the boss, there was a doubt in the procedures
and thus, demanded a procedural justice and cost-benefit test for BP. Since he i.e. the boss
considered him to be bad. However, before one may come or derive any kind of conclusions, it is
always better to check out with the various points and come to the solution. Thus, BHP will not
react to the statements of BP or the boss. He may ask for more relevant information from BP and
act with the help of the emotional intelligence (Sadri, 2012).
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2. Solving Problems Analytically and Creatively
2a. Identification of possible blocks to creativity
In this scenario, there are three individuals’ viz. lower level Manager (LLM), senior level
manager (SLM) and new boss (GM). It is observed that SLM is working in the Boise firm from
the last 15 years in the firm. In other words, SLM is addicted to the traditional mode of working,
behavior and attitudes in his working style. He is discussing about his own blocks with his
executive. He has forgotten his sensitive lines and disclosing the facts about himself in an honest
and transparent manner (de Alencar, 2012). There are mental obstacles due to the saturation of
working in the same environment and there were no new changes or amendments in the system
(Cushen & Wiley, 2011). In other words, there was no creativity or innovativeness under his
leadership. There were no initiatives adopted for the same from his side also. In the present
scenario, it is very clear that SLM has good experience in the job and is interested in "proper"
way of working in the firm, has expertise knowledge and is rigid with some of the actions. In
other words, he has lost the ability to experiment and make improvements in the firm (Whetton
& Cameron , 2011).
There are four kinds of blocks preventing the creative problem solving. He has a problem with
the constancy and interfered with his creativity. He was also committed to the style of working in
a traditional manner and did not accept the changes easily and never took the initiatives also. He
refused to look at the other side of the picture due to compression. Furthermore one may
perceive that there was a block of complacency wherein he was used to work in a traditional
manner and was insecure or in fear to loss the job. He never asked any questions to bring about
the changes. However, the scenario was different with the GM. She was not compressed and
introduced changes as she perceived at the larger picture of the growth of the company.
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2b. Relationship between Creative analogy & a creative solution or new viewpoint
The GM is new to the firm. She is interested in introducing changes under her leadership. Her
approach was absolutely new. She tapped in to identify the problems by differentiating facts
from opinions (Boulden, 2009). She knew the relevant causes and introduced the changes in the
system. She understood the violations of the standards in the firm also. She understood the
earlier model of working patterns in the firm. She identified and recognized the need for the
changes in the firm to get the desired results and making improvements in the firm (Carmeli et
al., 2014). Thus, SLM was experiencing the insecurity and fear with the changes and in respect
to the new reporting procedures, meeting schedules, budgeting processes and other operations
and functions. Moreover the SLM identified that she is exhibiting the power (Kim, 2010).
Rather the problem is something else. It is the conflict between the working styles of two
different individuals and their styles of working. In other words, it is traditional approach versus
the innovativeness or creativity of working at the professional firm. As a result, it is important to
show the model of solving the problem for SLM. It is necessary to see whether the new standards
re really functioning for the benefit of the firm or not. The changes need to be observed in
relation to the goals of the firm (Green et al., 2012). There is a need to evaluate the main effects
and side effects of the changes and observe the impact on the firm and its performance. If there
are no effects, then it is a clear cut indication that the traditional approach was better than the
new one. If the effects are really impacting the firm’s performance, then it is clear to remove the
traditional methods and incorporate the new operations. Thus, SLM has to wait for some time
and make the observations (Rawlinson, 2017). There will be opportunities for him to make the
suggestions and give feedback to the GM. Till that time, there is need to accept the changes and
help the GM. It is absolutely fine if the SLM has perceived his discomforts and complaining
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about the new changes in the firm and is confused about it.I is necessary to observe this
constraint from his side. It is a sign of the analytical problem solving model (Kounios &
Beeman, 2009).There will be opportunities for him also and make the alternative decisions based
on his past experience at the firm.
In fact GM is working through the investment creativity pattern for introducing changes at the
firm. She did not evaluate her ideas and was working on wild ideas. She was building ideas and
changes were present in the firm. Though she did not ask others for the suggestions. She
implemented them as a true leader. She pulled all individuals apart and introduced her changes in
the firm (Green et al., 2012). With the help of the new changes, she made everyone work
together. As a result, she will be monitoring and commenting upon the production and
improvements in the firm. Thus, SLM has to learn the lesson to overcome the conceptual blocks
and help and support GM in her professional creativity to bring in changes in the firm for the
benefit of all (Madrigal & King, 2017).
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3. Managing Conflict
3a. Use of recognizable conflict resolution approach
In the given scenario, the concern is repeated in the prfessional environment of a company or an
organization. Since it is repeated scenario, it is quite obvious that there will be conflict in place
between the two individuals and needs to be resolved in a proper and efficient manner. In the
first place, one must observe the nature of the conflict between the individuals (Burke, 2017).
Following are the observations (Cahour & Licoppe, 2010):
a. Individual 1 talks loudly over the phone.
b. Individual 2 is sitting in the same office and are neighbours of each other.
c. The conversation over the phone disturbs individual 2 and not 1.
d. The problem was discussed with individual 1.
e. Nevertheless it is repeated and has taken a number of times in the past.
f. Individual 2 plans to confront her finally.
The individual 2 has collected all the relevant information from individual 1 and has analyzed
the situation and the scenario also. The individual 1(I1) is aware of the fact that it is no use to
conflict with I2 and spoil the professional relationship between both of them. Since the conflict
and confrontation will increase the gap between both of them. It is not good as per the company
culture to divide the gaps and not to find a solution beneficial for both of them. Subsequently, it
is better to work with each other based upon more information (Zapata-Phelan et al., 2009). For
example, I1 decides to find out more information from I2 in the following manner:
a. Is it a personal or professional call?
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b. Is there any problem with the hearing capabilities for I1?
c. Why does I1 raise and talk at loud voice?
d. Is there any problem with the call-someone is disturbing or harming or demanding or
threatening I1?
f. Is there any kind of help required from the colleagues sitting in the same office?
Once the answers are colleceted and kept together, there is the need for I2 to focus on the facts.
With the help of the Rules of the engagement, there may be alternatives present and resolution
may be in place for both of them. Simultaneously there may be sharable agreed upon goals also.
I2 may be witty and humourous at I1 and create a decision process suitable for both of them.
There is no need for either of them to confront with each other based upon the power and
heirarchy. The issue may be resolved without any kind of consensus from side of them.
Moreover it has been identified that this is not due to personal differences or environmental
stress (Haas et al., 2015). It is also not based upon the incompatible roles of each other. Thus, it
is dependent upon the informational deficiencies from either side. It is more of the issue-focused
conflict and may be resolved easily. This may be due to misinformation and misunderstanding
between them.Furthermore the resolution may not be solved out through accommodating each
other or avoiding each other or forcing their perceptions towards each other. Thus, it is only
through the collaboration that the solution may be present and advantageous for both of them
(Tekleab et al., 2009).
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I1 may be understand her role in creating the disturbance and look for the alternatives to create a
noiseless environment in the professional office. I1 may opt for one of the following alternatives:
a. Step out of the office and take the call.
b. Keep the phone on silent mode and not receive any calls which may pollute the office.
c. Attend the personal calls at the leisure hours or during the break times when I2 steps out
of the office.
d. If the calls received from I1 are official by nature, then it may be received through the
fixed line or proceed further to meet the person and communicate more freely.
e. In case I1 has some kind hearing problems, then proper hearing aids may be used in the
official hours and avoid talking loudly in the office.
With respect to I2, there may be options available like
a. Change the room or the office after speaking to the relevant incharge or senior and top
management member of the office
b. Place the ear phones and work in the office so as to avoid the disturbances
c. Give appropriate signals to I1 whenever there are loud “talks” in the office
Lastly I2 may request for the procedural justice and place the requisitions for the procedures and
control checks for compliance in the operational rooms and offices (Ramsbotham et al., 2011).
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3b. Explanation of why this approach is appropriate
This approach is appropriate The last approach wherein the focuses upon the procedures in the
professional lives of the individuals. The quality in place may be maintained through the
implementation of lean projects like maintaining silence in the office rooms while working in the
official hours (Rahim, 2017). Appropriate visual signals and posters must be placed to prevent
the noise pollution in the rooms. Furthermore cellphones must not be allowed in the office rooms
and avoid the conversations in the official rooms. Apart from this, there must be training
programmes conducted to build upon the etiquettes for the professionals and one module must be
focusing upon the conversations with cell phones in the official hours and etiquettes towards the
conversation over the phones. This will certainly help in resolving the issues. This is the
collaborative approach combining the two individuals and the company (Redpath et al., 2013).
3c.Identification and explanation of reasonable alternative
The above mentioned procedural justice with collaborations between the team individuals is
identified to be the best approach and alternative for the conflict in the given scenario. Through
this approach, there will be no misunderstandings between the two individuals (Schalk et al.,
2010). Rather the individual talking loudly over the phone will not even be aware of the fact that
I2 had approached for the appropriate training programs to be in place for the maintaining the
etiquettes in the professional places (Tyler & Blader, 2013). Moreover the procedures will keep a
check over the other employees also and there will be prevention of the noise pollution. The
employees will be benefitted from the training programmes and will be motivated also. With the
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training on telephone etiquettes at the workplace, there will be conflict resolved and will be one
of the best management process in place also (Huy, 2012).
4. Leading Positive Change
4a. Establishing a climate of positivity, readiness to change and articulation of the vision
In the given scenario, it is clear that the company is large in size and it is a manufacturing
company. There will be good of employees working for the company. It has already been stated
that the company was running in a smooth manner in the past. However, the top management
desires to reorganize the employees after knowing about the empowerment and teamwork. Thus,
there is a need for the self-directed teams and the company has a vision that they will be
generating maximum profits in the USA (Jackson, 2015).
There has to be a climate of positivity to be set in the company also. There will be a training
programme organized on the “empowerment of the teams” and all employees will be trained for
the same also. Slowly there will be implementation of the self-directed teams with certain
features in place. With the help of the managers, the leaders will be able to perceive the changes
in the teams. There will be positive deviance in the teams and healthy performance will be
noticed in the company (Jiang et al., 2016). There will be flow and vitality amongst the
employees and the organization will observe the changes in the revenues, effectiveness,
efficiency, quality, ethics, relationships and adaptations to the new changes in the employees
(Murray, 2011). The positive changes may be unlocked through proper focus in the employees
and their potentialities to performa. The focus will be more on the creating abundance and well
beingness in the employees (Ng & Feldman, 2013). Thus, there is an amlagum between the heart
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and the mind. In other words, there is an integration between the emotional intelligence and the
rational mind (Leavy, 2011).
In order to introduce and establish a positive climate, there has to be willingness and readiness to
change in the employees. This may be accomplished through the articulated vision of the
business leaders at the company (Parmar et al., 2019). The moment it is announced in teh
company and shared with the employees, there has to be a commitment generation for all
employees including the top management as the participatory leadership. As a result, it will
foster the sustainability amongst the employees and create a positive environment (Payne et al.,
2009). This will ensure a positive energy network with a climate of compassion, forgiveness and
gratitude. It will also pay attention towards the strengths and the best self of the employees to get
the maximum benefit for the company (Yang & Ok Choi, 2009).There will be openness in the
receiving of the feedback and work accordingly in the company.
Lastly the members of the top management may reveal and share the information about various
results and outputs of the positive changes in the company (Polychroniou, 2009).
4b.identifying and explaining actions to be taken.
Some of the immediate results may be differentiated on the following lines:
i. Performance of the employees
The employees will certainly perform well and be very transparent and honest towards their
performance and maintain strong ethical values and integrity with the company. Since they are
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self-directed, there will be no interference in their works and tasks (Rothwell et al., 2009). It is
the role of the managers to take care of their teams and get the desired results from them.
ii. Performance of the company
The company will certainly observe the changes in the revenue generation and profits for the
company. However, these profits are results of the best performance done through their
employees and investors. Thus, the top management members need to share their profits with all
stakeholders including the employees and the investors. This must be announced and shared with
the employees also.
There will be necessary benchmarks in place with the standards at various levels and of different
kinds like comparative, goal, improvement, ideal and stakeholders. This will be the strategy of
the top management. Subsequently there will be change even in the communication channels and
it will be new communications that will bring about the amendments also. This will invoke the
visions of the management with universal values, better possibilities and with deeper meaning
towards the business and optimism in the leaders. There will be passion and principles in place.
As a result, there will be clearly defined goals, present and past performances will be compared,
frequent feedback sessions will be present for the employees and the environment will be highly
competitive by nature. There will be important lessons learnt from time to time and at every step
of life in the company (GALLI & KAVIANI, 2017).
Thus, there will be changes in both the leaders and the employees. The employees will be
focusing on their day to day operations and function with full passion and zeal towards their
work. The leaders will be focusing on the business projects and to attract the investors from time
to time. There will be no wastage of time also and performance matters to all. The management
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need to reward and recognize the employees and their contribution and distribute their share as a
token of kind gesture with the profits generated through their help and support in the company
(Becker, 2012).
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