Case Study on Organizational Conflict
Case Study Essay
After reading “The New Career Development Program that Ruins Careers Case” on pages 330–332 of the textbook (Fundamentals of organizational communication: Knowledge, sensitivity, skills, values (seventh Ed.) by Shockley-Zalabak, P. S.) which will henceforth be referred to as the case study. I also reviewed chapter nine, Organizational Conflict, of the same textbook and have identified many examples of conflict preferences, strategies, tactics, and emotions displayed by all of the participants involved in the case study. All of which will be discussed forthcoming, as well as how Jane can resolve this conflict.
This case study displayed three of the five conflict preferences outlined in chapter nine to include avoidance, competition, and collaboration (Shockley-Zalabak, 2009, pg 303, 306-308.) Both Jill and Roger provided a good example of avoidance when they decided to remove themselves from contention. They also collaborated to make it known that they are not yet ready for the new tasking. Both Denise and John demonstrated competition preferences while presenting their cases to be in charge of the new program by citing experiences and accomplishments. John also pointed out Denise’s avoidance issues by stating, “You (Denise) just won’t confront things openly (Shockley-Zalabak, 2009, pg 331).”
Throughout this case study, one could make out all four conflict strategies and tactics (escalation, avoidance, maintenance, and reduction) that were displayed. Right in the beginning, John escalates the conflict by openly declaring his desire for the program lead position. Denise demonstrates avoidance tactics by trying to shut down the topic, shifting the decision back to Jane, and reminding others that she is the “senior member of this team (Shockley-Zalabak, 2009, pg 331).” Jane tried to adopt the tactic of maintenance when she encouraged all parties to voice their opinions. However, Jane was ultimately forced to use reduction tactics as the
After reading “The New Career Development Program that Ruins Careers Case” on pages 330–332 of the textbook (Fundamentals of organizational communication: Knowledge, sensitivity, skills, values (seventh Ed.) by Shockley-Zalabak, P. S.) which will henceforth be referred to as the case study. I also reviewed chapter nine, Organizational Conflict, of the same textbook and have identified many examples of conflict preferences, strategies, tactics, and emotions displayed by all of the participants involved in the case study. All of which will be discussed forthcoming, as well as how Jane can resolve this conflict.
This case study displayed three of the five conflict preferences outlined in chapter nine to include avoidance, competition, and collaboration (Shockley-Zalabak, 2009, pg 303, 306-308.) Both Jill and Roger provided a good example of avoidance when they decided to remove themselves from contention. They also collaborated to make it known that they are not yet ready for the new tasking. Both Denise and John demonstrated competition preferences while presenting their cases to be in charge of the new program by citing experiences and accomplishments. John also pointed out Denise’s avoidance issues by stating, “You (Denise) just won’t confront things openly (Shockley-Zalabak, 2009, pg 331).”
Throughout this case study, one could make out all four conflict strategies and tactics (escalation, avoidance, maintenance, and reduction) that were displayed. Right in the beginning, John escalates the conflict by openly declaring his desire for the program lead position. Denise demonstrates avoidance tactics by trying to shut down the topic, shifting the decision back to Jane, and reminding others that she is the “senior member of this team (Shockley-Zalabak, 2009, pg 331).” Jane tried to adopt the tactic of maintenance when she encouraged all parties to voice their opinions. However, Jane was ultimately forced to use reduction tactics as the