Effect Of Power On Understanding And Adoption A Conflict Resolution Strategy

In today’s organizations conflict and power are important elements to the success of any company but can also create negative long term impacts if not addressed. Organizations require enough power within the leaders to get through conflict and enough conflict within individuals to create new innovations. Not all conflict is bad but when there is conflict individuals with power must assist in aligning conflict resolution to assist in understanding for everyone involved in the conflict. The need for successful conflict resolution is vital for employees so that they are capable of moving on and understanding why the conflict was overcome.

Wherever choices exist, there is potential for disagreement. No matter what we major in, no matter where our career path takes us, inevitably, we all encounter conflict in some form. In today's highly competitive society, for an organization to be truly successful, it is imperative that the organization's leadership understands conflict and deals with it in the best way possible. Management's ability to recognize and accept divergence and their ability to employ various methods to resolve conflicts to produce positive results can make or break an organization. The more management understands and accepts this fact and manages conflict to benefit the company as a whole, the greater the chance of the

Power is defined as stable potential influence in a dyadic relation between two persons. John R. P. French and Bertram Raven have described five different types of

Organizational behavior plays a vital role in the success of an institution. It is essential for a leader to be knowledgeable on organizational behavior and how to manage conflict. Often times, conflict arises from the absence of or poor communication. Social media has become one of the leading means of communication.

Dr. Rekha S. Rajan writes about how she implemented a twenty-minute structured dramatic play into class time to encourage children to learn to solve conflicts on their own. She first does this by gaining insight on the children’s feelings with a personal story time. Each child tells a story that made them particularly sad, mad, upset, or happy. She then takes those experiences and creates a pre-determined scenario to which, the children will play different roles, share ideas, and come up with a solution.

However, in view of this, this paper will present a synthesized meaning of conflict and power, determine how power can constrain or exacerbate conflict and discuss ways for leaders to integrate conflict mediation into organizational culture with examples of scenarios in each analysis.

Conflicts are inevitable. It is necessary for the advanced practice nurse to have skills in approaching conflicts, negotiations, and resolutions (Hamric, Hanson, Tracy, & Grady, 2014). According to Hamric et al. (2014), you do not have to feel pressured to instantly agree with other teammates; however, be respectful and listen intently and identify what you are able to offer to the team.

From the Personal Power Profile, it can clearly be said my preferred power base is referent power and second is expert power. On the other end of the spectrum is coercive power. These results show I prefer to influence others through esteem, respect, and demonstrating practical knowledge and skills. Conversely, I absolutely do not care to influence or exercise power over another by coercion or administering punishment.

Wilmot and Hocker defines conflict as being, “an expressive struggle between at least two interdependent people with incompatible goals, scarce resources and interference from achieving a specific goal”. ( ) Conflicts are inevitable, these conflicts can arise in intimate relationships, between parents and children, between siblings, in friendships and in the work place. While conflicts will never cease to exist, they can evolve into very complex creatures, and as "most of us are notoriously inaccurate at describing our own behavior in a conflict"(p. 129). There has become a great need for an assessment model to begin to thoroughly understand all of the elements that play into complexities of conflict. The Hocker-Wilmot Conflict Assessment Guide is so important because it aides us in describing the nature of conflict, this include; its history, precipitating events, the parties ' assumptions about conflict in general, the conflict elements, and past or potential transformations of those elements. Additionally, conflict styles are addressed, as is the perceptions of the opposing view, and the style of the system as a whole. The guide assesses the role of power in the conflict, describing the parties ' attitudes toward power, their areas of dependency and sources of power, their view of the balance of power, any unrecognized sources of power, and whether destructive forms of power balancing are occurring. The assessment should describe the parties ' goals, their

“One of the tenets of this book is that all conflicts are about two issues: power and self-esteem.”(Hocker,J.L. & Wilmot, W.W., 2014). Thought, interpersonal relationships, and knowledge form our mental image of how we view or regard ourselves, consequently how view ourselves determines our conflict engagement method. Personal power, as it relates to the authority, control and the influence we exert in an organization, is also a predictor of our conflict engagement method. From our text, we can carefully conclude that our self view and perceived organizational influence contribute to our participation in conflict.

In addition to power established because of organizational hierarchy or role, power is also established based on the level of influence or status one holds in an organization (Anichich, Fast, Halevy, Galinsky, 2016). “Status is the outcome of an evaluation of attributes that produce differences in respect and prominence” (Ketner et al, 2003 p. 266) They co-exists but are not co-dependent on each other. It’s possible to have status without power and power without status (Ketner et al, 2003). Whether one’s control comes through status or positional power, lauding control or significant influence over another inevitably leads to conflict.

little to no power. The different individual perceptions of power within a conflict can affect communication.

The third form of Conflict management is Accommodation. When the task at hand is more important than the conflict that has arisen and when relationships may be damaged putting the entire project in jeopardy. With this method a team member may minimize the conflict in order to protect the relationship and ultimately the project. Some of the negative aspects in using this

The role that power plays in conflict can be both constructive and destructive. Power differences shape the structure and dynamic of relationships. Imbalances and misuse of power,generates conflict and make it more difficult to resolve . People are suppose to resolve, or at least manage their conflicts in a civilized and rational manner by talking and negotiating their way through it. However, we all know how irrational and 'uncivilized ' people can become when they are in conflict, especially when it 's over something that is of importance to them. Conflicts can easily escalate and become power contests ( also called power struggles), or perhaps they were powers contests from the start and they just didn 't realize it, admit it, or maybe even hid it for the sake of appearances or as a tactile maneuver they can use to their advantage. Which ever it may be, there seems to be a turning point in most conflicts that one or both sides become aware of differences or attempts to influence the other, and it turns into a power contest. This usually happens when there is lack of consciousness around power and its use, or a lack of awareness, desire and skill in using alternatives to power contest. Research shows that a large number of children 's behavioral problems stem from not yet leaning how to solve problems effectively. In one of those “a-ha” moments came the realization that, when it comes right down to it, there are 5 basic life skills a child needs

In trying to resolve the conflict between Reece and Patel, Edwards used an avoidance strategy. Instead of speaking directly about the root causes, or sources, of the conflict, Edwards focused on the behaviors and treated Reece and Patel like children. Edwards scolded them, and sent them off without bothering to find out what was bothering the two. Of course, this type of conflict resolution is ineffective because it fails to address the underlying issues. As Anderson (n.d.) points out, addressing the problem is key to conflict resolution. "When a conflict does happen, a manager needs to focus the conflicting parties on the issue and have them leave out any personal problems they may be having," (Anderson, n.d.).