post 7.1

Original post can be found at https://create.twu.ca/ldrs501/2018/11/16/reply-to-pierre-florendos-response-to-advancing-organization-by-conflict-resolution/

Thank you for your response, Avisha. It is fascinating to hear that your organization is putting efforts to keep everyone on the same page which may seem unrealistic in today’s fast-paced corporate world. One of my friends, I met during this course worked for Amazon and he too had everyday short meetings- not more than 10 minutes which seemed very interesting to me. It is like the short debriefing session- may seem “not-so-necessary” but very crucial to avoid any misunderstandings. Spending even the short amount of time each week or even, every day is plausible as the organization is getting a chance to intercept any possible mistake or misapprehension (if found) at an early stage, avoiding future conflicts.

Secondly, debriefing meetings are necessary to update employees about everyday targets and expectations; as implied by Lepsinger, “Expectations drive performance”.

Reference

Lepsinger, R. (2010). Closing the execution gap: How great leaders and their companies get results. John Wiley & Sons. [PDF version].

This is a response to the post found at https://create.twu.ca/ldrs501/category/health-education/page/4/

Conflicts happen when two different opinions clash or when opinions are not received the way they should be which creates misunderstandings. To avoid miscommunications, one must have a clear idea in one’s own mind. May seem silly, but there are several times when people are in “self-conflict” more than they are in conflict with others or with the organization. As defined by Dictionary.com, self-conflict means “mental struggle arising from opposing demands or impulses”. Research suggests, resolving self-conflict, helps to develop cognition, “creative ideas and solutions” (Adams, n.d.) to solve external conflicts. Hence, I believe acknowledging employees about self-conflict, training them to deal with it can significantly upskill them to be able to critically look their dilemma through others’ lens, recognize ideas and assumptions progressing in self-improvement. However, the bottom line to tackle any conflict is “understanding shared knowledge within the team” and “thinking systematically” (Hughes, Beatty and Dinwoodie, 2014).

References

Adams, L. (n.d.). How Do You Deal with Inner Conflict? Retrieved from http://www.gordontraining.com/free-workplace-articles/how-do-you-deal-with-inner-conflict/

Hughes, R. L., Beatty, K. C., and Dinwoodie, D. L. (2014). Becoming a strategic leader: your role in your organization’s enduring success (2nd ed.). San Francisco, CA: Jossey-Bass.

The original post by Jessica can be found at https://create.twu.ca/jessicalaugsawatzky/2018/11/12/hc-1-leader-post-7-1/

Thank you for your post, Jessica. It was interesting to read how your organization managed and build teams to resolve conflicts. In my opinion, conflicts in an organization is a sign of a growing organization. There is absolutely no harm if an organization has serval or often conflicts; in fact, this means the organization has fostered an environment where everyone has their say and are open to present it out. Conflicts can be due to differences in opinions among employees or, disagreement with the organization’s decision over a new proposal. It is almost impossible for two persons to have common views on every subject, the positive side is that the people are comfortable sharing their views as that is what creates diversity in an organization, “creates new ideas, build relationships, open minds and beats stagnation” (Richards, 2018). Zero conflict means there are no differences in opinions and everyone simply agrees to what has been said or decided.

Conflict resolution styles as mentioned by Lepsinger (2010), points out the ultimate action to be taken. However, in an organization, resorting to one of these ways might seem unrealistic and impractical. Rather, the decision should be a little bit of “something” from each point. In the event of a conflict, a meeting should be conducted with the members involved and opinions of both the sides should be heard and then the decision should be made.

References

Lepsinger, R. (2010). Closing the execution gap: How great leaders and their companies get results. John Wiley & Sons. [PDF version].

Richards, L. (2018). How Can Conflict Be Good for an Organization? Retrieved from https://smallbusiness.chron.com/can-conflict-good-organization-741.html