CONFLICT HANDLING STYLE ASSIGNMENT
Running head: CONFLICT HANDLING STYLE 1
CONFLICT HANDLING STYLE 3
Conflict Handling Style
Conflict Handling Style
Conflicts are inevitable phenomena in organizations so leaders should learn how to handle conflicts. The management of conflicts determines the productivity of the employees. Therefore, effective leaders are ones who can solve the conflicts that exist among teams in a company. This essay discusses the change and conflict theories as well as characteristics that make a leader a change agent. It also analyzes the effects of handling conflicts on healthcare leadership.
Although change is a necessary process in any organization, it is a complicated procedure. The first change theory is Lewin’s change theory that comprises of three stages. Unfreezing is the initial phase, and it entails preparing the organization for change by introducing the necessary conditions. The theory then moves to the transition stage that requires the company to think and behave according to the expected changes. Refreezing involves making change a standard process in the organization.
The Kotter’s eight steps of change comprise of increasing urgency, creating the guiding team, determining the vision and communication of the buy-in. The model also involves empowering action, establishing short-term achievements, not letting up and making the change permanent. The change theory by Kotter is advantageous because it fits the organizational culture and it is effective if followed correctly.
The last theory of change is the McKinsey 7-S Model, and it incorporates the agent if change factors. Organizational change should include the following elements: skills, shared values, strategy, staff, structure, style, and systems. The McKinsey 7-S model enables a company to consider not only the rational but also the emotional elements that affect change. It also improves the understanding of the cooperation during the change process.
Conflict theories are mainly divided into four types. The unitary perspective states there is harmony in organizations, so it is necessary to avoid conflicts. Furthermore, conflicts have negative consequences. The unitary theory believes that conflicts occur when teams mistrust each other and lack effective communication and openness (Lambley, 2009). According to our text, organizational conflict theory is described as a strategic activity that moves an organization to greater productivity and creativity (Porter-O’Grady, 2016). This can increase cooperation and communication in the workplace. Without some degree of conflicts, organizations lack change, creativity, and quality decisions. For instance, whenever a cooperation experiences conflicts, the manager might decide to introduce change to solve the issue. However, high levels of conflicts are harmful to the organizations.
The social conflict theory contends conflicts is a fundamental element of human social life. Conflict is inevitable because of exploitative social relations. Such relations include career advancement, professional values, and inadequate resources (Lambley, 2009). Take the case of employees who fail to get promotions at work, yet they qualify. The pluralist theory considers conflict as a legitimate matter because it occurs when different groups in the organization have legitimate interests. Conflict is not harmful on its own, and it can lead to organizational efficiency and responsiveness if it is managed.
Leader as a Change Agent
Companies are continually embracing change to have a competitive advantage over other businesses. Leaders act as the agents of change because they facilitate the process and ensure everyone is accepting change. During the change, the leader is the advocate as he or she supports it and encourages the others to join the process (Schabracq, 2009). As an advocate of change, the leader remains persistent so that the whole organization can move in the same direction. Secondly, the leader provides a clear vision for the organization whenever it is going through change. As a result, the other people in the firm will focus their efforts towards a common goal minimizing resistance to change.
Leaders play the role of the detective in investigating the issues that hinder change. For example, the manager may ask the employees who are resisting change to give their reasons. The leader would then handle such problems to make it easy to implement the change. The leader also acts as a facilitator becoming creative to assist the people in finding it easy to engage in change (Schabracq, 2009). For example, the leader could provide the necessary tools and systems to facilitate change. Leaders also mediate when two groups have opposing views on change.
Handle Conflicts Can Enhance or Hinder Effective Leadership in Health Care
The management of conflicts is an important aspect for leaders in health care facilities. However, the way a manager solves conflicts determine if they become effective leaders or not. Health care managers who use diplomacy to manage conflicts improve their leadership expertise (Roussel, 2013). Diplomacy requires the manager to ensure that the parties involved in the conflict understand its impact to the organization. Assume a patient was rude to the physician and the physician shouted back at the patient. The manager will ensure that the doctor understands the negative effects of his anger on the quality of care. As such, the physician will apologize to the patient, and the manager will become a better leader. Using emotional intelligence also improves the leadership expertise of the health administrator.
However, if a manager lacks emotional intelligence, diplomacy, and interpersonal skills when control of conflicts, he or she will hinder competent leadership (Roussel, 2013). Instead of creating a favorable environment, the manager would make communication and relationships among the physicians, patients, and nurses worsen.
Conclusively, conflicts result in low productivity, and in health care, they can lower patient care while increasing litigation. The theories of conflict are radical, pluralist, interactionist, and unitary while those of change include Lewin’s model, McKinsey 7-S Model, and Kotter’s 8 step model. It is vital for health care leaders to handle conflicts effectively.
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.
Lambley, S. (2009). Proactive Management in Social Work Practice. SAGE. Comment by Owner: Capitalize first word in title and subtitle only
Porter-O’Grady, T. (2016). Leadership in Nursing Practice, 2nd Edition. [VitalSource Bookshelf Online]. Retrieved from https://digitalbookshelf.southuniversity.edu/#/books/9781284091557/
Roussel, L. (2013). Management and leadership for nurse administrators. Burlington, MA: Jones & Bartlett Learning.
Schabracq, M. (2009). Changing Organizational Culture: The Change Agent’s Guidebook. John Wiley and Sons.
Assignment 2 Grading Criteria
Included a description of change theories, conflict theories, and leader as a change agent.
Integrated how your ability to handle conflict can either enhance or hinder effective leadership in the health care environment.
Used correct spelling, grammar, and professional vocabulary. Cited all sources using APA format.
You did a good job on your description of theories and integrated how your ability to handle conflict affects leadership. See comments to help.