Conflict Management in Organization Communication Case Study Analysis

This case study delves into the fundamentals of organizational communication, focusing on conflict management within the context of the AMEX program. The analysis centers on a scenario where senior manager Jane must decide on the lead position for a new career development program, facing conflict among her officials. The assignment explores conflict stages, including latent, perception, and manifest stages, and examines the conflict preference strategies adopted by various individuals, such as avoidance, competition, and collaboration. The role of emotions in conflict development is also highlighted. The study suggests that Jane should consider splitting the lead position to accommodate both candidates, promoting collaboration and benefiting the AMEX corporation. The case emphasizes the need for managers to adopt effective conflict management models and strategies to achieve compromise, interpersonal sensitivity, and competency in organizational settings. References to key theories and authors like Putnam and Shockley-Zalabak support the analysis.

Running head: FUNDAMENTALS OF ORGANISATION COMMUNICATION
Fundamentals of Organization Communication
Student’s Name
Institution

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The study of communication within organizations is a crucial concept for development of
any organization. For an effective communication to occur leadership skills and competency in
interpersonal sensitivity, ethical values and problem-solving is mandatory. Theories and
programs have therefore been developed in order to help managers resolve conflicts as one of
their responsibilities.
Conflicts are normal in any organization due to the fact that people have different
opinions, feelings, and reservations which are not usually contrary to other people’s interests and
objectives. Senior managers like Jane in the case study on “The New Career Development
Program that Ruins Careers Case” therefore are confronted with a test of competency in conflict
management in order to maintain human relations among co-workers and achieving good
business performance. Jane has to adopt a theory to help herself out in determining who should
be given the lead position for the AMEX program training corporation.
According to Putnam (2012), Conflict is always a dynamic process which takes time to
develop and is manifested in different stages. Referring to the case at hand, Jane is tense at first
and discerns the conflict among her officials at a latent stage. The conflict then goes to a
perception stage where all the individuals at the meeting become aware of the conflict between
John and Dennis Gilles. The tension and anxiety grow to the situation of apathy and aggression
whereby if organizational rules might be broken and thus Jane has to make a rational judgment.
Having studied the case study some of the conflict preference observed include
avoidance, competition reduction, and collaboration. Jill and Rodger removed themselves from
the argument. “Everyone knows the lead job is between Denise and John” They also collaborated
by announcing that they were not ready for the lead position yet. “I would love to lead the
project but with about five years more experience” Those who were left competing were John

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and Denise since each one tabled out their experience and accomplishment in the company all
eying the position in different ways. John from the beginning escalates the conflict while Denise
adopts the avoidance tactic through trying to shift the decision back to Jane. “It is (to Jane) your
responsibility to make that decision” (Shockley, 2014).
Jane strategy was that of maintenance and reduction. First, she encourages all members
to air out their opinions. As the argument went on conflict level escalated. She, therefore,
adjourned the meeting when tension was rising high and this reflects the reduction strategy. The
whole case demonstrates the presence of the four strategies adopted in studying the actions of all
the members.
Emotions play a significant role in the development of any conflict. In the case study,
there is a varying degree of both behavioral and cognitive emotions among the members. The
emotional state of the individuals heightens tension and anxiety which escalates to hostility as
portrayed by John in his response to Denise. At this point, Jane should study the behavior and
competency of the two competitors and rationally evaluate who to take the position? In my case,
therefore, Jane should appoint Denise or John under one condition. Both should write a proposal
on how to improve the carrier development program and present them to Jane.
Modern organizations need a management strategy that completely reduces negative
effects of conflicts by using constructive dimension in order to achieve success. This is
according to (Bies, et al, 2018). The best model to be adopted by Jane is that of macro
organizational approach which entails diagnosis and analysis of conflict stage, intervention,
learning effectiveness and feedback. Jane also will have to use a persuading tactic to win over
the partners and to reach a better end decision since her aim is not subjective to neither John nor
Denise but to find a solution which is useful for all.

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Considering the bare facts that John and Denise have excellent expertise that could qualify any
of them being the lead, their competency record matters a lot in determining one between the
two. However, Jane may not feel secure and comfortable when one member gets the privileged
position over the other. To my view, therefore, Jane should split the lead position into two to
accommodate both of them. In doing this she will have forced the two experts into working
together for the benefit of the AMEX corporation as well as quenching the desires of the both.
In conclusion, conflicts are normal therefore all managers have to adopt a conflict
management model and strategies that are effective in conflict resolution. The decisions made
should always be objective and should have a chance of creating compromise, interpersonal
sensitivity, and show competency and in pursuit of developing good image among all in the
organization.

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References
Bies, R. J., Shapiro, D. L., & Cummings, L. L. (2018). Causal accounts and managing
organizational conflict: Is it enough to say it's not my fault?. Communication Research, 15(4),
381-399.
Christensen, L. T., & Cornelissen, J. (2013). Bridging corporate and organizational
communication: Review, development and a look to the future. In Organisationskommunikation
und Public Relations (pp. 43-72). Springer VS, Wiesbaden.
Putnam, L. L., & Wilson, C. E. (2012). Communicative strategies in organizational conflicts:
Reliability and validity of a measurement scale. Annals of the International Communication
Association, 6(1), 629-652.
Shockley-Zalabak, P. (2014). Fundamentals of organizational communication. Pearson.