nURSING ASSIGNMENT

Running head: NSG 4029 WEEK 3 ASSIGNMENT 2 1

Running head: CONFLICT HANDLING STYLES 3

Conflict Handling Style

Introduction

Conflict is a common scenario in the world whether it is between individuals or at the organizational level. When people are working together in teams, conflicts are inevitable because of differences in values and opinions (Rahim, 2011). One of the factors that result in conflicts is the introduction of change in an organization. Conflicts can affect the productivity of the individuals as well as teams, so it is vital to handle them properly. The paper evaluates the various theories of conflict and change. Furthermore, the role of the leader as a change agent in the organization is evaluated. The essay concludes with the effects of conflict handling styles on the leadership.

Change Theories

People adopt different approaches when making changes in their organizations. The first theory is the Lewin’s change model that consists of three stages. Since change is bound to cause conflicts, the unfreezing phase of the model prepares the organization for the change. The other phase (change) entails the actual transformation of the company. Refreezing involves monitoring of the changes as the company regains stability (Cameron & Green, 2012).

Secondly, the Kotter’s change theory helps leaders implement change through eight phases. It starts with enhancing urgency in the organization. Then the manager will ensure there is a competent team to achieve change. Introducing the change vision is also necessary during the third phase. Moreover, communication about the change takes place to prevent any obstacles. The model also entails eliminating problems to empower action. The other steps are concentrating on the immediate objectives, creating persistence by not giving up and ends with the incorporation of change (Mattiske, 2011).

Another common change theory is the McKinsey 7 S Model that includes the systems, structure, strategy, staff shared values, skills, and style phases (Cameron & Green, 2012). The organization develops a strategy for the change, ensures change confirms to the company’s structure as well as the shared values and has the right systems. Additionally, the style of executing the change, the staff and their skills are significant.

According to Cameron and Green (2012), an organization can also use the Kübler-Ross Five Stage Model, Bridges’ transition model, theory of nudge, ADKAR model among other change theories.

The Leader as a Change Agent

Change agents are people that ensure an organization can implement change successfully. In most cases, the leaders of the various companies are the ones who act as change agents as they perform roles (Cameron & Green, 2012). Firstly, the manager can identify the problems the organization is facing. For instance, if the workforce has motivation issues, the leader will diagnose that problem and suggest the necessary changes.

Mattiske (2011) also points out that leaders achieve their change agent functions by setting the goals of the company and managing the articulation of the vision. The manager will assist the employees to comprehend the organization’s vision then equip them to accomplish it.

The efforts of the change agent can determine the success of change in companies. The leader establishes the required elements to support change that ranges from processes, procedures, systems to policies. Apart from that, the manager tries to transform the culture of the organization so that it can embrace change. According to Mattiske (2011), an enterprise’s culture plays a fundamental role in a successful change.

Moreover, change agents manage any resistance as well as conflicts that occur during a period of change. Most people fear change as it will disrupt the stability they enjoy in the present (Cameron & Green, 2012). Therefore, they tend to resist any planned change. However, the leader will use different methods to control the resistance. Take the case of a manager who explains to the workers the benefits of change thus preparing them psychologically.

Conflict Theories

Organizational conflicts may be described in the form of three theories. The first theory is interpersonal conflicts where people fail to get along because of their personalities (Rahim, 2011). For that reason, whenever they meet to work on a project, there is a high likelihood that they will have conflicts. An example is an employee who dislikes his workmate just because he rarely smiles. Then when the two employees join the same team, they always disagree since they have negative attitudes towards each other.

The second one is the role conflict theory that refers to the frictions people in the workplace have since they issues with their job status or even responsibilities (Rahim, 2011). An illustration of the theory is a doctor telling the head nurse not to perform certain tasks. In this case, the head nurse and the doctor have distinct responsibilities in the organization. Hence, conflicts between them are inevitable.

Lastly, the inter-group conflict theory involves friction between two or more teams since the organization does not have clear functions for the groups. Such conflicts may take place when for instance the IT and the finance technology departments conflict due to a particular software they are using to perform their responsibilities.

How conflict handling can enhance or hinder an effective leadership in a health care environment

Leaders get involved in the management of conflicts in their corporations. Nonetheless, the method that a company uses to manage conflicts has numerous influences on the leadership especially in the health care industry (Rahim, 2011).

The conflict handling style that a leader utilizes is important as it affects his or her leadership efficiency. As Rahim (2011) asserts, there are different conflict management approaches such as compromising, collaborating, avoiding, accommodating and competing. If the organization solves the conflicts through the collaborating style, the parties will reach a single solution together. As a result, there is fairness, and the parties are satisfied thus avoiding future conflicts. Consequently, the approach will make leadership in that company more efficient.

Equally, the compromising style is also likely to increase the leadership efficiency (Rahim, 2011). For example, two nurses may have conflicts for a long time because of their shifts. The person handling the conflict may choose to use the compromising method to stop the conflict. He or she will make the conflicting nurses work an extra hour each. Since the nurses will each give up one hour of their free time, they will cease the disagreements. The action is beneficial to both the nurses and the management, as the managers will lead the health care institution better without difficulties.

Conversely, the avoiding method will ignore the underlying problems among the employees (Rahim, 2011). In addition, when the accommodating style solves conflicts, one party can take advantage of the situation. Besides, the competing approach promotes a win and lose tactics between the conflicting persons. It is clear that the three conflict handling methods worsen the situation by creating long-term problems in the health care environment. Leadership is such organizations is thus very complicated.

Conclusion

In brief, random change can result in organizational conflicts. However, they are different theories of managing change such as Kotter’s change theory, Bridges’ transition model McKinsey 7 S Model, Kübler-Ross Five Stage mode, Lewin’s change model, ADKAR model lastly the nudge theory. Leaders act as change agents by identifying company problems, articulating the vision, establishes change culture, and managing resistance to change. Moreover, the theory of conflicts includes interpersonal, role, and inter-group conflicts. Finally, the conflict management style affects the leadership efficiency.

References

Cameron, E., & Green, M. (2012). Making sense of change management: A complete guide to

the models, tools and techniques of organizational change. London: Kogan Page.

Mattiske, C. (2011). Managing organizational change: Tools to help your team through change.

Sydney, Australia: The Performance Company Pty Ltd.

Rahim, M. A. (2011). Managing conflict in organizations. New Brunswick [NJ: Transaction.

NSG4029 W3A2 Rubric