Solutions of Conflict in Assignments 2 and 4

This article discusses the solutions of conflict in assignments 2 and 4. It covers relevant theories and concepts, analysis, and solutions. The first case involves an ethical problem of lying to cover up a manager's inappropriate actions, the second case involves conflict between a boss and a new manager, and the third case involves a noisy neighbor causing disturbances. The article provides insights on how to approach and resolve conflicts in different situations.

Solutions of Conflict 1
Situations of Conflict in Assignments 2 and 4
Student’s Name
Professor’s Name
Course Name
Date

Solutions of Conflict 2
Developing Self-Awareness (Chapter 1)
Identification of problem
The ethical problem in this case is lying to protect or cover up a fellow manager’s
inappropriate action of taking out some of his friends for a dinner during the national sales
meeting in Chicago and charging the bills on the company’s expenses in pretense that they are
potential customers, through writing a note to have witnessed his actions and assuring the boss
that they were actually potential customers.
Relevant theories and concepts
Three basic paradigms can be distinguished are: ethical virtue, deontologism and
consequentialist ethics or consequentialism, that is to say, the different versions of utilitarianism.
However, the paper will focus on deontologism and consequentialism (Bartlett, 2003).
Deontological ethic is an ethic that holds that certain acts are morally obligatory or prohibited,
regardless of their consequences in the world. Consequentialism on the other hand is the theory
that in order to determine whether an agent was right to make such a particular choice, it is
necessary to examine the consequences of this decision, its effects on the world. Pettit stresses
that this is, of course, the opposite of an ethical perspective: where an ethical approach evaluates
an act by determining to what extent it satisfies the obligations or prohibitions incumbent upon
the agent, consequentialism evaluates on the other hand an act by examining its consequences
(Bartlett, 2003).
Analysis
The case clearly reveals that the manager who is at the problem committed a mistake and
he want me to help him get out of the mistake by lying. He intentionally took out some of his

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friends in Chicago to dinner at an expensive restaurant, and charged it to his expense account. He then
said they were potential clients. From deontological perspective, the manager committed a big mistake
that should not be accepted no matter what. According to Kant, we have duties to ourselves and
duties towards other men. And there are "perfect" and "imperfect" duties. A perfect duty is a
duty that admits of no exception in favor of inclination. There are therefore perfect duties to
oneself - for example, for Kant, not to commit suicide - and there are perfect duties towards
others - for example, for Kant, not to make false promises. In both cases, no latitude is allowed to
the moral subject (Bartlett, 2003). On the question of lies, Kant's moral philosophy is therefore
very clear. As Georges Pascal summarizes, "we must not lie because we must not lie, and not
because the lie will have happy or unhappy consequences" (Altman, 2011).
It was in 1797 that Kant took a position on an alleged right to lie by humanity . He then
replied to Benjamin Constant's (1767-1830) interpellation, which claimed that Kant would have
gone so far as to say “to assassins who would ask you if your friend they are pursuing is not a
refugee in your house, lying would be a crime " (Altman, 2011). What Kant said he did say but
did not remember where. Kant therefore asked himself the question "if [a man] is not absolutely
obliged, in a statement that an unjust constraint forces him to hold, not to be truthful if he wants
to preserve himself or others? a package that threatens him (Bartlett, 2003). In other words, the
question here is whether a man, forced to speak, is not absolutely obliged to lie if he wants to
preserve himself or others from a danger that threatens him? Kant answer was very clear.
According to him, for every man, it is his "most stringent duty to be truthful in the utterances he
cannot avoid, even if that veracity is harming or hurting others" (Altman, 2011). And not lying is
a sacred commandment to the point that Kant considered that just thinking about the possibility
of an exception to that commandment makes you a liar.

Solutions of Conflict 4
From utilitarianism perspective, manager’s mistake is unacceptable. No one will benefit
from his mistake. According to utilitarianism, lies or truth must be judged by a calculation of
disadvantages and advantages. In other words, if a lie maximizes the benefits of a situation, the
utilitarian finds it moral to lie, the worse it would be even immoral not to lie (Altman, 2011). The
weak point of utilitarian ethics is in the estimation of the consequences of the lie, on which the
individual can be mistaken. But it is interesting to note that utilitarianism considers lying as an
option always possible (Chun, 2005). For example, the case of the doctor lying to his patient
about his chances of survival, thinking that he will allow him to enjoy the remaining time, refers
to this utilitarian logic (Altman, 2011). However, from the case provided, lying will not yield any
benefits because there were no clients. This means that I should say the truth (White, 2011).
Solution
Firstly, I want to say that I am in the stage five of preconventional morality as proposed
by Kohlberg. This is stage where morality is based on moral principles. At this stage, laws are
considered social contracts rather than rigid dictates. Those that do not promote overall well-
being should be replaced when necessary to promote the greatest good for the greatest number of
people. Consequently, I will have to apply utilitarianism theory because this is the theory that is
appropriate at this stage. If I apply the theory, it will turn out that the best action is to say truth.
I would not accept to write a note to the manager supporting that his friends were actually
potential customers since I did not witness this action and I have no facts about his friends and
their possibilities of being potential customers. Additionally, I would try to make the manager
understand the effects of his actions and explain to him my moral decision on the issue, seek for
his opinions over my decision and talk to him further to make him understand the importance of
acting as per the ethical and moral standards of the organization.

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Solving Problems Analytically and Creatively (Chapter 3)
Identification of problem
The issue associated with the case is that the boss complaining is used to status quo and is
not ready to adopt new culture imposed by the new boss. In other words, the boss complaining is
in conflict with the new boss because of their conflicting interest.
Relevant theories and concepts
There are three concepts that needs to be considered. The first concept is resolution of
conflicts. This concept indicates the need to understand how the conflict begins and ends, and
seeks a convergence of the interests of the actors (Edwards & Haslett, 2011).
The second concept is conflict management. It is a concept that recognizes that the
conflict cannot be resolved in the sense of getting rid of it, and that it puts the accent on limiting
the destructive consequences of the conflict. It is a concept that does not reflect the broad sense
of pacification, and is limited to the technical and practical aspects of the effort. Try to realign
the divergences.
Another concept is conflict transformation (Harris & Walton, 2009). The emphasis on the
dialectical nature of conflict. Social conflict is a phenomenon of human creation that is a natural
part of human relationships. Conflict is a necessary element of the human transformative
construction and reconstruction of the organization and social realities. Conflict can have
destructive patterns that can be channeled into a constructive expression. The transformation of
the system and the structure is assumed. The transformation suggests a dynamic understanding of
the conflict, in the sense that it can move in constructive or destructive directions.

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In the face of conflict, whatever its nature, there is a multiplicity of reaction possibilities,
both individually and collectively, with the following attitudes, depending on whether the
conflict is accepted, avoided or denied. First entails overcoming (its existence is recognized and
there is willingness to overcome it) advantage (its existence is recognized and it is sought to take
advantage of it). Second reaction entails denial (avoids recognizing its existence). The third
reaction entails evasion (its existence is recognized, but without desires to face it). The third
reaction entails accommodation (its existence is recognized, but it is decided not to give an
answer). The fourth reaction entails arrogance (its existence is recognized, but without giving an
adequate response). The fifth reaction entails aggressiveness (combat with a hostile, violent
and / or military response) (Jacobson & Rycroft, 2007).
Analysis
Based on the case, my boss seems to be concerned that he will not fit well into the new
system introduced by new boss. However, it is clear that the new boss does not know that some
of the employees including my boss are not happy with the new system. This means that the first
thing is resolve the conflict. Resolving the conflict will begin by notifying the new boss about
the reaction of the employees towards his system of administration.
It is important to note that the choice of one or another modality at the beginning of the
conflict and the changes of position or later attitude, will determine the process of the conflict
and its possibilities of management or transformation. This means that the new manager should
be informed that there are some employees who are not happy with new system.
The commitment of the trilogy that we mentioned before (resolution, management and
transformation), has to do to a large extent to produce the necessary changes of attitudes in the

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parties involved so that the conflict emerges, is recognized, does not run down a dead end and It
is situated on a path where there are possibilities of change and, therefore, of transformation. It
also has to do, whenever possible, with the production of activities, internal or external, that
positively influence the context of the conflict.
The approach to conflict, therefore, has to consider a diversity of factors that must be
analyzed and how to change: attitudes, contexts, powers, ways of communicating, cultural
models, domain structures, etc. The powers of the new boss will have to be addressed. The voice
of the employees will have to be raised and the attitudes towards the new system will have to be
modified so that all parties can work together synergistically.
Solution
The first step is to let both parties recognize that there is a conflict. According to the case,
the new boss seems unaware of the conflict. To approach the conflict, and to modify it, means
first of all to recognize it, not to hide it. Many conflicts, like the one presented in the case, do not
enter in the way of modification or solution because some of the parties involved do not want or
do not know how to recognize their existence or downgrade the scope and significance of the
conflict.
The second step is to initiate negotiation (Pranis, 2005). Whatever the subject matter
implicit in a negotiation, this is always a process of interaction and communication between
people who defend certain interests that are perceived as incompatible.
The third step is to determine the exit routes. Any negotiation process that seeks to reach
a successful conclusion must seek the acceptance of the opposing parties to achieve a gradual
change in their objectives, overcoming the initial incompatibilities. This will be the result of the

Solutions of Conflict 8
efforts that they make, of how they treat and enhance the matters that are of common interest and
of the efforts they carry out to achieve a range of negotiable issues, that eventually constitute a
viable agenda for negotiation.
The last step is conflict transformation (Toews, 2013). This entails persuading the new
boss to either be lenient with some of his rules or training my boss to adopt new culture and be
flexible so as to sail through ever-changing business world.
Managing Conflict (Chapter 7)
Identification of problem
The issue here is that the neighbor causes irritation by talking very loudly on the phone
and hence causing disturbances. However, the real issue is that the neighbor has been notified of
the same but it keeps going on.
Relevant theories and concepts
Firstly, it is important to note that the conflict related to this case is a conflict motivated
by arrogance (Turnuklu, et al 2010). It is apparent that the neighbor is arrogant and that is why
he keeps talking loud even after being told that his noise causes disturbance. There is also
essence of stubbornness. Stubbornness is based on an erroneous belief in the infallibility of its
authority. Stubborn people come into conflict with all who require them to do what they do not
feel ready for (Littlechild, 2009). They close the door to everything new in a vain attempt to
leave everything in their places. These people are very afraid of change and with the help of
stubbornness they try to prevent them. The temptation of stubbornness lies in the false idea that a
person has great power in relation to others, because he takes an unshakable position and stops

Solutions of Conflict 9
the course of the event. A stubborn person experiences a secret joy from his habit of refusing
everything. Ultimately, although he proved to everyone that he can not move from his place, the
obstinate man loses the disposition of those around him. Everyone starts to avoid it, not wanting
to deal with a man who is impenetrable and difficult to communicate with. Often people tend to
regard stubbornness as an attractive character trait, as if stubbornness is a sign of a strong
personality. This is self-deception (Sellman, Cremin & McCluskey, 2013). A person does not
need to be obstinate in order to be persistent in achieving the goal.
There are a number of concepts related to conflicts with arrogant and stubborn people.
Firstly, uncertain opponent will try to stay "afloat" in the dispute. His position: neither yes nor
no. Own rightness is not denied, the principles are sluggish, the goals are hidden, but the conflict
is not obstinately exhausted. Secondly, confident interlocutor will resist stubbornly, enter into
verbal skirmishes and persistently lead the dispute in a direction convenient for him. Thirdly, a
dispute with a narrow-minded, stubborn or unbalanced person is considered one of the most
difficult. The situation is difficult to control, because it is built on emotions and is not based on
common sense. The style of behavior of such a person is intentionally aggressive, hostile, easily
transformed into open insults and even assault. If it is impossible to resist morally, such people
tend to a single weapon - physical strength. Lastly, conflict with a worthy, adequate rival is one
of the best options for an effective dispute. Opponent acts constructively - seeks to resolve the
conflict, shows restraint, self-control, is aimed at finding a solution to the problem. He is open,
laconic and attentive to his opponent. In the dialogue, he tries not only to see the problem and
find ways to solve it. High intelligence and ability to competently conduct a dispute allow him to
resolve the conflict in a way that does not offend the opponent, and concentrate on the problem
and come to a mutual correct solution of it.

Solutions of Conflict 10
Analysis
The conflicts like the one presented in the case can be used as a method of humiliating a
person in someone else's eyes or becoming a kind of "tunnel" for releasing negative emotions -
anger, anger, irritation. It is necessary to assess the opponent in order to find out with which
person you have to argue. In fact, the neighbor may be having some personal problems, which
makes him talk loudly.
The case presented shows that the neighbor is stubborn. A dispute with a narrow-minded,
stubborn or unbalanced person is considered one of the most difficult. The situation is difficult to
control, because it is built on emotions and is not based on common sense. The style of behavior
of such a person is intentionally aggressive, hostile, easily transformed into open insults and even
assault. If it is impossible to resist morally, such people tend to a single weapon - physical
strength.
Solution
The analysis of the situation and the person will help correctly perceive the conflict,
choose the right "points of contact". Carefully assessing the current situation, I will be able to
correctly choose a strategy of behavior for the resolution or adjournment of the dispute. The
outcome of the situation primarily depends on the position that I have chosen in response to the
provocation.
The best conflict resolution will be forced transformation or adaptation. In this approach,
the behavior of one of the opponents is fundamentally modified. He changes his position to
smooth out the conflict by compromising his principles. Visually it looks like you reconciled

Solutions of Conflict 11
with the opponent's beliefs. But your goal is to get out of the conflict, keeping a good
relationship, and also to gain time to think about a new solution to the problem.
Leading Positive Change (Chapter 10)
Identification of problem
The case shows that although it is justifiable that change is necessary, there is one
obstacle and that is the employees are worried about the effects of change. Most of them are
uncertain about what may happen to them. This is the issue that must be addressed before change
process begin.
Related theories and concepts
The best theory that can be applied here is Kurt Lewin theory. Lewin considers
behavioral change as the result of a set of forces within a system (he showed through a series of
experiences in the USA that a group can evolve and influence the behavior change of its
members). Lewin revealed that The groups are in a state of equilibrium (group dynamics /
comfort zone) but they can change their behavior if the pressure for change is increased while the
brakes are lowered. He also hinted that the involvement of the individual in the change of the
group leads him to adopt new behaviors more easily. He proposed DCC model: DEFROST -
CHANGE - FREEZE , A reference model to describe the change with great simplicity and using
the metaphor of the block of ice, explains the process of change. The first element is defrosting.
It is to open the fridge to start the process, you must unfreeze the beliefs and habits until now
used in the organization, not only as individuals but also as a group, as a collective. At this
moment, doubts arise that generate tension, anxiety ... It is necessary to initiate awareness! The

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next thing is change. Here, change agents are expected to introduce the new way of working, to
create that culture, new guidelines, new behaviors, internalize new guidelines. The last element
is freeze. This is to transform in general this new way of working, solidify this new culture, or
way of working or computer system etc
For the study of Resistances , he also made a very interesting contribution, Lewis's theory
of the vital field tells us that we must know the negative and positive forces to identify the
resistances of change, taking into account: those of the individual, his status Quo , and those of
the group as it influences one another.
Regarding the change approach applied to organizations, mcGuire and Hutchings (2006)
propose four elements that allow or not change: 1) guidelines, 2) inhibitors, 3) drivers and 4)
organizational intervention. Tsoukas (2005) reflects the evolution of the topic of change in
organizations proposing three approaches in time: the one based on processes and structures, the
cognitive one and the one on discourse analysis. Pettigrew et al. (2001) link organizational
changes and performances relating aspects of change expressed organizationally. Finally, Grubbs
(2000) elaborates another proposal of typology of organizational change considering the number
of variables used in the description of the nature of the change. On the one hand, evolutionary,
episodic, revolutionary and continuous changes emphasize a variable; on the other, adaptive
changes consider several, such as speed, flexibility, customer focus, innovation and
independence. Also, a new term is proposed: morphing , which expresses general and continuous
changes in products, services and resources, among others.
Analysis

Solutions of Conflict 13
A closer look at the case reveals that the main obstacle is the possibility of resistance.
This means that appropriate approach that help address resistance should be adopted. Lewin also
contributed towards theory of planned change focused on people. The little success that the
proposed strategies for the planned change literature have when they do not consider people is
announced. People are a common axis of study. According to Ramanujam (2003) 66% of the
projects initiated fail due to the limitation of studies in the multidimensional conceptualization of
human resistance. Achieving a change in individuals is a requirement to impact the organization
(Paulsen, Maldonado, Callan & Ayoko, 2009).
Okhuysen (2001), observing the inertia from the congruence in interpersonal
relationships, studies the formal interventions that generate incremental changes before what is
required by the environment. Identify which groups with familiarity (congruence) resist the
change. Because of this, congruence can generate inertia.
Solution
Based on the theories and the situation presented, it is clear that people should be
prepared first. Within the management of change there are different models: the one of Kotter, of
eight stages (1995); that of Jick, of ten steps (1991a and 1991b); the seven-step model of General
electric, based on Lewin (1947), and the one developed by Galvin, Balkundi & Waldman (2010).
Mento et al. (2002) take common elements of these models and propose one of twelve steps.
There is also theory of positive change. However, the scenario can be best addressed by adopting
theory of positive change. The theory of positive organizational change must be considered,
since it seeks to find processes that give rise to changes based on the review of successful
procedures and dynamics (Higgs & Rowland, 2005). In the field of positive organizational
change, control must provide measures and rewards for an agent to align with the goals of the

Solutions of Conflict 14
organization (Hardy & Macguire, 2010). Yu and Ming (2008) describe three control
mechanisms: behavioral (standards), results (objectives) and inputs (selection processes).
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