Conflict Management Case Study: Analysis and Solutions

This case study examines a conflict between two individuals, Peter and Matt, stemming from differing opinions on workspace organization. The analysis identifies the conflict as interpersonal, highlighting the use of competing strategies. The assignment explores the role of the manager in mediating the conflict, emphasizing the use of power and leadership principles to promote open communication and find mutually acceptable solutions. The analysis also discusses the negative impact of conflict on creativity and the various conflict management methods employed in organizations, such as compromise, integrative problem-solving, and suppression. Furthermore, it emphasizes the importance of biblical principles like attentive listening in resolving conflicts. The assignment concludes by providing insights into how managers and leaders can effectively navigate and resolve conflicts in the workplace, promoting a more productive and harmonious environment.

Running head: CASE STUDY/DISCUSSION 4 1
Case Study/Discussion 4
Student’s Name
Institutional Affiliation

Case Study/Discussion 4 2
Case Study - Robbins and Judge (2017)
The type of conflict that exists between Peter and Matt is Interpersonal conflict. This type
of conflict usually arises from disagreements due to Peter and Matt having different
personalities, notions, and views regarding workspace order and organization (Gelfand,
Harrington & Leslie, 2014). Both of these individuals are using competing strategies in which
one side wins and the other loses. Notably, highly assertive people usually fall back on
competition as a kind of conflict management strategy.
As a leader, Peter and Matt’s manager could try to mediate. The mediation process
expects individuals in a given conflict to meet with an impartial, uninvolved third party, in this
instance the Manager (Shellenbarger, 2014). He should work with Peter and Matt to promote
open communication, rather than compel or provide a solution, in order to attain a commonly
acceptable solution. The manager should also exercise power vs. leadership principles to address
this particular problem. He can do this by exercising reward power whereby he is able to shape
the actions of Peter and Matt by withholding or dispensing benefits (Gelfand, Harrington &
Leslie, 2014).
I agree with the notion that avoiding conflict tends to stifle creativity. Clearly, the conflict
has narrowed down the range of attention and produced rigid thinking among the parties
involved. Basic functioning such as attentiveness to others’ ideas and information exchange has
been impeded, subsequently lowering the ability for creative innovation and thought
(Shellenbarger, 2014). In my organization, conflict is managed through various methods or
approaches, such as compromise or bargaining where a middle ground is established, and
integrative problem solving where an outside consultant is brought in to try and establish some
initial trust between the conflicting parties.

Case Study/Discussion 4 3
Managers and leaders in today’s organizations can manage conflict in various ways,
depending on the situation. For instance, they can use suppression where they apply their
authority to order the conflicting parties to stop disagreeing and resume their normal duties
(Gelfand, Harrington & Leslie, 2014). They can also use avoidance where they overlook or
ignore certain things as a way of managing conflict situation. Third party intervention can also be
used in conflict management.
The biblical principles found in Matthew 18: 15-17 and Ephesians 4:26 apply in the
management of conflict and anger in today’s organizations. People need to be open to listening
to others’ opinions and ideas, as well as hearing faults identified. Attentive listening leads to the
discovery of a mutually acceptable resolution (Shellenbarger, 2014).

Case Study/Discussion 4 4
References
Gelfand, M.J., Harrington, J.R., & Leslie, L.M. (2014). ‘Conflict cultures: A new frontier for
conflict management research and practice.’ Handbook of Conflict Management
Research. Pp. 109 – 135.
Shellenbarger, S. (2014). ‘To fight or not to fight? When to pick workplace battles.’ Wall Street
Journal.