Introduction
The paper considers the case “Student ‘work group’ not working” by Happy Paul and Srinivasan Tatachari (2022). As part of their MBA program at a top Indian B school, a diverse group of students working together is experiencing conflicts. Hemant Patel, a faculty member in organizational behavior, and Suhas Shah, the program chair, were approached by three group members seeking assistance in resolving the conflict.
Patel and Shah organized a workshop on group dynamics at the class level and interviewed group members (Paul & Tatachari, 2022). On the other hand, a few people in the group let them know that the dynamics were still problematic. Patel and Shah are contemplating their next move and the course of action to resolve the conflict. Managerial competencies play a crucial role in managing conflicts, particularly for diverse groups or teams.
Critical Role of Managerial Competencies in Managing Conflict
Conflict is an inevitable part of any workplace. It can arise from differences in opinions, work styles, personalities, or other factors that create tension between individuals or groups. Managers are responsible for ensuring that conflict does not disrupt the organization’s productivity and that employees can work collaboratively toward the organization’s goals (Cronin & Bezrukova, 2019). To manage conflict effectively, managers must possess specific competencies. Based on the case scenario, some of the critical roles demonstrated by both Suhas Shah and Patel include communication, problem-solving, emotional intelligence, conflict resolution, and leadership.
Patel demonstrated a communication competency issue when he handled the unexpected meeting with Reshma, Khan, and Kumar. He first held confidential meetings with Singh and Kamath to discuss the allegations made by their groupmates. While communicating with Singh about her mental health problem, Patel first inquired if she had received any help from Group V5. In his meeting with Kamath, Patel used effective communication skills to gather all facts from him. Both leaders are skilled at active listening and understand the concerns of all parties involved (John-Eke & Akintokunbo, 2020). By communicating effectively, they ensure that all parties have a clear understanding of the issues at hand and can work together toward a solution.
Problem-solving is another critical competency for managing conflict, as evidenced in the case study. The above conflicts arose from differing opinions or interests regarding the assignment. Both Patel and Shah identified the root cause of the conflict and worked to resolve it (Paul & Tatachari, 2022). They also brainstormed solutions with the involved parties, evaluated the pros and cons of each solution, and decided on the best course of action (Gibbons, 2007).
Additionally, Patel has demonstrated emotional intelligence in his approach to the conflict. The leader first held meetings with those accused before suggesting the next course of action. Negotiation competency was shown when Patel had to meet all members, including Kamath and Singh. Leadership competency, on the other hand, has been applied to how both Patel and Shah handled the conflict together before reaching a solution. They also had to share a brief online survey with the group to gauge how the conflict resolution process was handled.
Principles of Conflict Resolution in Contemporary Organization
Conflict can be a source of tension, stress, and anxiety, but it can also be an opportunity for growth, creativity, and innovation (Gibbons, 2007). The principles of conflict resolution evident in the case study, which apply to contemporary organizations, include effective communication, collaboration, respect, understanding, flexibility, and proactivity (Saundry et al., 2016). Patel and Shah have shown strong communication with Group V5 members, speaking clearly and respectfully without attacking, blaming, or judging Singh and Kamath. Patel has established an open and honest communication channel that fosters a conducive environment for conflict resolution, thereby building trust and respect among team members.
Collaboration as a principle of conflict resolution in contemporary organizations has been demonstrated by how Patel involves all parties in the conflict resolution process. Patel engages Shah, the program chair, in the resolution process in an effort to reach an amicable solution. Shah also collaborates with the three women on group dynamics, involving an organizational development coach to address their issues (Paul & Tatachari, 2022).
There is also a high level of respect for the principle of how the parties involved handle the conflict. Respect means valuing others’ opinions, beliefs, and values, even if they differ from our own (John-Eke & Akintokunbo, 2020). Patel has demonstrated respect for Kamath and Singh’s feelings and emotions by treating them in a manner that fosters trust and understanding (Keashly et al., 2020). Understanding involves taking the time to listen to others and trying to see things from their point of view. Patel has also been flexible in the manner he handles the conflict by being open to change, adaptation, and new ideas from group V5 members.
Current Issues Relevant to Theories of Conflict Resolution
Theories of conflict resolution are an important aspect of contemporary organizational management. These theories provide managers with the tools and techniques necessary to identify, address, and resolve conflicts that arise within an organization (To et al., 2021). Some of the current issues relevant to theories of conflict resolution in the case study include diversity and inclusion, technological advancement, mental health, and social issues.
Patel considers that all group members are diverse in their own ways and therefore devises means of inclusion in the conflict resolution process (Kilmann & Thomas, 1977). He first asks the three women for some time to interact with Singh and Kamath before jumping to a conclusion. Together with Shah, they meet Kamath and Singh to understand their perspective on the current dynamics of Group V5 (Jung et al., 1970). Conflict resolution theories must be adapted to address conflicts that arise from diversity and inclusion issues.
Additionally, technological advancement has been depicted based on the manner in which Patel schedules meetings with the parties involved. Instances such as reaching Singh and Kamath via calls and emails highlight the current challenges in conflict management. As noted by To et al. (2021), it is essential that conflict resolution theories be updated to adequately address conflicts arising from technological progress.
Managers must be trained to recognize and address conflicts that arise from technological advancements, and conflict resolution techniques must be tailored to address these conflicts effectively (Tuckman, 1965). Mental health is a growing concern in contemporary organizations. Mental health issues can lead to conflicts between employees, and these conflicts can have serious consequences if not addressed in a timely and effective manner (Keashly et al., 2020).
Conclusion
In conclusion, managers play a vital role in conflict management and should possess high levels of competencies to effectively resolve conflicts. The necessary competencies for effective management include communication, leadership, emotional intelligence, problem-solving, and conflict resolution. Organizations must also adopt principles such as open communication, mutual respect, collaboration, flexibility, and proactivity to resolve conflicts satisfactorily. Finally, addressing issues like technological advancement, diversity and inclusion, and mental health is crucial for any contemporary organization.
References
Cronin, M. A., & Bezrukova, K. (2019). Conflict management through the lens of system dynamics. Academy of Management Annals, 13(2), 770-806.
Gibbons, M. (2007). A review of employment dispute resolution in Great Britain. London: DTI.
John-Eke, E. C., & Akintokunbo, O. O. (2020). Conflict management as a tool for increasing organizational effectiveness: A review of literature. International Journal of Academic Research in Business and Social Sciences, 10(5), 299-311.
Jung, C. G., Adler, G., Fordham, M., & Read, H. (1970). The structure and dynamics of the psyche. Routledge.
Keashly, L., Minkowitz, H., & Nowell, B. L. (2020). Conflict, conflict resolution and workplace bullying. In Bullying and harassment in the workplace 10(6), 331-361. CRC Press.
Kilmann, R. H., & Thomas, K. W. (1977). Developing a forced-choice measure of conflict-handling behavior: The” MODE” instrument. Educational and psychological measurement, 37(2), 309-325.
Paul, H., & Tatachari, S. (2022). Student “work group” not working. The CASE Journal, 18(4), 561-581.
Saundry, R., Adams, D., Ashman, I., Forde, C., Wibberley, G., & Wright, S. (2016). Managing individual conflict in the contemporary British workplace. Managing individual conflict in the contemporary British workplace, 2016(2).
To, A. T., Tran, T. S., Nguyen, K. O., & Thai, K. P. (2021). Applying conflict management styles to resolve task conflict and enhance team innovation. Emerging Science Journal, 5(5), 667-677.
Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological bulletin, 63(6), 384.