Running Head: SCENARIO EXERCISE
Scenario Exercise
Institution
Conflict which is a resultant of communication breakdown is always a sensitive issue in the workplace. Conflict resolution is always a delicate venture especially so for team leaders who walk a thin line between the management and the worker. While attempting to resolve a conflict, a team leader must be able to objectively assess the scenario and derive as much out of it as possible. Every detail gathered must be re-assessed from an impartial point of view and conclusions made in line with this. Team leaders must be effective communicators of the team’s vision and they should be able to foster healthy group dynamics. Team leaders help keep track of the team’s focus and provide status reporting of the team to the management.
Most workplace conflicts are as a result of personality clashes and therefore as a team leader one needs to understand personalities especially those on their team.
A very clear inference that may be one of the sources of conflict between Michael and the two CNAs who are boasting a twenty year work experience would be the attitude the latter have over the former, they may be considering Michael less experienced than themselves and this is bound to affect communication. However the two CNAs may also be threatened by Michael’s drive that may be threatening their positions and exposing their incompetence. The fact that Michael has already sought audience with the human resource department while by passing the team leader may be an indicator about his character which may well be undermining effective communication within the team.
As the team leader in this scenario one needs to get input from Michael, the two long serving staff and the rest of the staff. With this input the team leader should be able to make an impartial and deliberate discovery of the cause of conflict. It is important to accommodate the three view points because in making a decision everybody’s input is of value.
Michael’s discussion with the human resource department concerning transfer should also be addressed because it is a likely indicator that there is a communication break down between the leader and some of his team members. The team may also be tolerating a weak and ineffective team leader. These could well be some pointers to some of the obscure reasons of the conflict. There may also be mistrust within the team and as such communication is hindered.
Kenneth Thomas and Ralph Kilmann in the 70s came up with five styles of dealing with conflict. These vary in degrees of assertiveness and cooperativeness. They included competitive, compromise, accommodating, collaborative and avoiding. The scenario here amplifies the last two conflict styles.
People who lean towards a collaborative style attempt to meet the needs of others involved. They can be assertive but they cooperate effectively acknowledging everyone’s importance. While working well with every one Michael seems to fall under this category. As a team leader there are various view points to this scenario and therefore the team leader should bring together the various viewpoints and derive the best solution considering that there should not be a trade off (Thomas & Kilmann, 1997)
Michael in seeking transfer from the human resource department may also be inclined to the avoiding style where people here tend to evade the conflict entirely.This is normally an ineffective approach.
Kenneth Thomas and Ralph Kilmann’s second theory commonly called the Interest Based Relational Approach utilizes the following points ensuring that good relationships are the number one priority, separating people from problems, listening first and talking after, exploring options together and paying attention to all interests being presented.
This can now be combined by the team leader and effectively used to address the conflict at hand (Thomas & Kilmann, 1997)
A typical resolution process to this conflict may follow these five typical steps namely setting the scene by possibly employing the IBR approach, going ahead and gathering the necessary information, pinpointing and agreeing the problems, brainstorming for the necessary solution and negotiating a compromise (Mind Gliding – Mastering Growth and Development, 2007).Whereas all this is in place the team leader must encourage the rest of the staff offer support in everywhere to Michael and the two CNAs pointing to how important their joint contribution to the team is. This will foster reconciliation within the team and enhance performance.
References
Thomas, W.K. & Kilmann, H.R. (1997).Thomas- Kilmann Conflict Mode Instrument. New York: Xicom.
Mind Gliding – Mastering Growth and Development. (2007) Conflict Resolution. Retrieved May 02 2010, from http://www.mind-gliding.co.uk/articles/ConflictResolution.htm