BADM 532_Assignment 10

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Apr 3, 2024

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Activity Ten Shreyanshkumar Sonavale Department of MS Finance University of the Cumberlands BADM532: Organizational Behavior Dr. Christie Oliver November 5, 2023

Managing relationship conflict among subordinates is a crucial responsibility for a manager. To address the situation effectively, several steps can be taken to manage and resolve the conflict. Below, I outline a strategy for managing relationship conflict among two subordinates and provide reasons for each step. This analysis incorporates critical thinking and research from scholarly articles and business periodicals. Step 1: Identify the Root Causes of Conflict The first and most critical step is to identify the underlying causes of the relationship conflict. This can be achieved through one-on-one discussions with each subordinate separately. The goal is to understand their perspectives, concerns, and what triggered the conflict. Research indicates that identifying the root causes of conflict is essential because it allows managers to address the core issues rather than merely treating the symptoms (De Dreu & Gelfand, 2008). Step 2: Facilitate Open Communication Once the root causes are identified, the next step is to facilitate open and honest communication between the two subordinates. The manager should bring both individuals together for a constructive dialogue, ensuring that they have a safe space to express their thoughts and feelings. Open communication is supported by various studies as an effective conflict resolution strategy (Jehn & Mannix, 2001). Step 3: Encourage Empathy and Perspective-Taking Encouraging empathy and perspective-taking is vital in helping individuals understand each other's viewpoints. The manager should guide the subordinates to actively listen to one another and consider the other person's perspective. Research shows that developing empathy can lead to better conflict resolution and improved relationships (Galinsky & Mussweiler, 2001).

Step 4: Collaboratively Identify Solutions The next step is to collaboratively identify solutions to the conflict. The subordinates should work together, with the manager's guidance if needed, to find mutually beneficial solutions. This approach aligns with the principles of integrative negotiation, which focuses on creating value for all parties involved (Lewicki, Barry, & Saunders, 2015). Step 5: Monitor and Follow-Up After a resolution has been reached, it is crucial to monitor the situation and follow up with the subordinates periodically to ensure that the conflict does not resurface. Maintaining an open channel of communication and providing ongoing support can help prevent future conflicts (Barki & Hartwick, 2004). Reasoning: 1. Identifying Root Causes : By understanding the underlying causes of the conflict, the manager can address the issues at their source, preventing future disputes and fostering a healthier work environment. 2. Facilitating Open Communication : Open communication helps subordinates express their concerns and feelings, leading to a better understanding of each other's perspectives and building trust. 3. Empathy and Perspective-Taking : Encouraging empathy and perspective-taking helps in reducing hostility and promotes a sense of mutual understanding, which is key to conflict resolution. 4. Collaboratively Identifying Solutions : Collaboration empowers the subordinates to take ownership of the solution, making it more likely to be sustainable and effective.

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5. Monitoring and Follow-Up : Conflict resolution is an ongoing process. Regular follow-up ensures that the relationship remains amicable, and any new issues can be addressed promptly. In conclusion, managing relationship conflict among subordinates requires a systematic approach that prioritizes open communication, empathy, and collaboration. Following these steps not only resolves the immediate conflict but also contributes to a more harmonious and productive work environment.

References: De Dreu, C. K. W., & Gelfand, M. J. (2008). The psychology of conflict and conflict management in organizations. Organizational Behavior and Human Decision Processes, 108(1), 1-6. Jehn, K. A., & Mannix, E. A. (2001). The dynamic nature of conflict: A longitudinal study of intragroup conflict and group performance. Academy of Management Journal, 44(2), 238-251. Galinsky, A. D., & Mussweiler, T. (2001). First offers as anchors: The role of perspective-taking and negotiator focus. Journal of Personality and Social Psychology, 81(4), 657-669. Lewicki, R. J., Barry, B., & Saunders, D. M. (2015). Negotiation: Readings, exercises, and cases. McGraw-Hill Education. Barki, H., & Hartwick, J. (2004). Conceptualizing the construct of interpersonal conflict. International Journal of Conflict Management, 15(3), 216-244.

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