1 page discussion board Assignment. ​Interpersonal Conflict Story – From Identification to Resolution

Interpersonal Conflict Story – From Identification to Resolution

Since this is a course on collaboration, teambuilding, and conflict resolution, let’s discuss an interpersonal conflict from identification to its (hopefully) successful resolution.

Part One – Describe a conflict and consider the elements that contributed to it such as communication, values, substance/content, perspective, worldview, rules, and/or expectations. This conflict can either be an interpersonal or organizational conflict.

Part Two – Now that you’ve identified a conflict, let’s spend some time exploring and framing how it progresses to something worth reflecting upon and discussing.

Explain how the conflict proceeded (what people did) and how the parties reacted or responded to each other and/or the conflict situation.

How do you think the initial situation caused the conflict now that you have the benefit of hindsight?

Be sure to include any parts of the conflict “story” necessary to understand the how and why of the situation.

Use at least one source from the reading to support and explain your experience.

Part Three – Part One and Part Two asked you to describe the conflict’s origins and its progression. Let’s now discuss how you resolved it (or at least attempted to).

Again, with the benefit of hindsight, do you think the conflict would have been easier to solve if it were an interpersonal or organizational conflict?

Did the structure of the organization (your family counts as an organization) make resolving it easier or more difficult?

How did your relationship with the person you were in conflict with have on the effects of your conflict behaviors?

I am attaching one sample. It has to be exactly same format and same sort of concept.

Sample

Part One

In my previous role in Hawaii, I was transferred to a problem-performing store in order to turn around the teams and processes in order to get it back to green. While I was super excited about the challenge and the opportunity to drive change through positive influence, it was one of the hardest roles I’ve had to date as there were many conflicts and issues that came about throughout my time. One specific issue was with a Team Leader who struggled with adapting to change and thinking outside the box she knew. The more I tried to teach, lead, and provide constructive feedback the more she retaliated and refused to adapt. When I looped in upper management for their guidance, I was faced with the same mindset that she herself struggled with, the idea that ‘this is how {she} it’s always been, she can be great, just keep trying’. The fixed mindset of ‘this is how it’s always been’ is one of the most toxic, growth-preventing mindset in any organization.

Part Two

My relationship with this Team Leader was a very challenging, exhausting, and frustrating experience but I gained so much insight and appreciate the experience. The more I would try and help and guide, the more she refused to adapt and would swirl conversations into a bigger mess. It lead to lots of miscommunication, trust issues, as well as the ability to drive for the same goal throughout the team. When I would include my leader in conversations, she would play neutral, yet challenge me to continue to give this Team Leader a chance as she’s been with the company for a long time. I struggle with this idea, because time doesn’t necessarily translate to being the right person for the job. This reminds me of the chapter in Leadership on the Line, where as leaders we are faced to make tough decisions and eliminating the roadblocks that prevent the team from reaching their overall goal. This sometimes requires leaders to cut the team members that are preventing those who are road blocking the success (Heiftz, 2017). The more I would document conversations and performancing this Team Leader the more my leader would show favoritism towards this individual which really put me in a bind to achieve the results we were looking for. Looking back on this experience, had I had the confidence with my leadership style and trusting myself that I was making the right decisions, I should have continued to push through the politics and not second-guess myself. Our team was fully capable of achieving the results, but I let this roadblock prevent me from being the leader I was.

Part Three

Looking back on this experience of having a resistant Team Leader that caused a very toxic work environment, I wish I as a leader would have stuck to what I know to be true and effective: believe in myself and continue to lead those who are wanting to change. I had a team of 50 individuals who were on board and were excited for the new changes, but I let one Team Leader derail my confidence and question who I was a leader. More conflicts arose when I went from being open with my leader to shifting gears to not-communicating problems, issues, sooner because I became afraid. I doubted my ability to have tough conversations the longer I was there, as each one resulted in more retaliation and more issues. What would I do differently? After reading Leadership on the Line, I really appreciate the experience and perspectives the authors discuss. Such as those who are not willing to adapt or change their sails, don’t belong on the team and sometimes that requires us as leaders to make the difficult decisions to let them go. Despite the number of years they have been there. I would also have documented the issues better and much more clearly, rather than always take 100% responsibility and question myself. I would have tried to solve the conflicts that resulted in miscommunication by addressing them sooner and with witnesses in order to gain another ‘neutral’ perspective.

Works Cited:

Heifetz, R. A., & Linsky, M. (2017), Leadership on the Line, Staying Alive Through the Dangers of Change. Boston, MA: Harvard Business Review Press.