Case Study on Organizational Conflict Essay

later reading The sweet Career organic evolution Program that Ruins Careers Case on pages 330332 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 suffer identified many examples of appointment preferences, strategies, evasive action, 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. ) two Jill and Roger provided a good example of avoidance when they decided to remove themselves from contention. They also collaborated to instal 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 institutionalize of the new program by citing experiences and accomplishments.John also pointed out Denises avoidance issues by stating, You (Denise) just wont confront things openly (Shockley-Zalabak, 2009, pg 331). Throughout this case study, one could make out all cardinal conflict strategies and tactics (escalation, avoidance, of importtenance, and reduction) that were displayed. Right in the beginning, John escalates the conflict by openly declaring his desire for the program need 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 elderberry bush member of this team (Shockley-Zalabak, 2009, pg 331). Jane tried to adopt the tactic of maintenance when she promote all parties to voice their opinions. However, Jane was ultimately forced to use r eduction tactics as the meeting became too hot tempered by job an end to the meeting, addressing the two primary aggressors independently, and reconvening the meeting the next day. The three main participants (Jane, Denise, and John) of this case study displayed a varying degree twain cognitive and behavioral emotions that contributed to the outcome of each stage in this conflict. Denises curtain raising words conveys her cognitive emotions.These emotions are compounded by Johns own cognitive emotions that quickly turn into a behavioral aflame response demonstrated by his ebullition towards the end that was directed at Denise. Janes cognitive emotions came out when she responded to Denise avoidance of Johns outburst and claim for the position by insisting for Denise to state her position of the lead role. Each of the three participants feeding off and escalating the conflict until Jane had to end the meeting. This gave Jane somewhat time to evaluate and determine who is best s uit for the lead position.After this conflict, Jane has to be careful to find a mutually agreeable dissolving agent to who will have the lead position or run the fortune creating a hostile working environment or even losing a valuable employee. Both Denise and John have a proven confidential information record and expertise that demonstrates that they both could excel in the position. However, both displayed a lack of maturity and poise needed for a project of such(prenominal) magnitude. Therefore, I believe that Jane should initially take lead and have both Denise and John write a proposal on the ways to remedy the Career Development Program.Then compare and analyze each proposal. Afterwards, feature the best ideas of each proposal to form a comprise amid them. Then assign Denise and John as Co-leads for the new Career Development Program. By forcing them to work together the program get the benefit from both well established experts and both Denise and John get the credit an d exculpation they desire. Reference Shockley-Zalabak, P. S. (2009). Fundamentals of organizational communication Knowledge, sensitivity, skills, values (seventh Ed. ).