Module 6

Driving Forces (+)     Restraining Forces (-)  

1. Behavior regulation ------------à  l.  <------------ Ambiguous jurisdiction

2. Organizational goals -----à2. <-----------------conflict of interest

3. Administrative processes ----à  3. <------------ Deficiencies in Existing Management Structure

4. Performance tradeoffs -----à 4. <-----------------------Communication barriers  

5. Competition -----à  ß---------work place diversity and lack of corporation

6. Rewards----à  6. <------------ Dependence

Behavior regulation and ambiguous jurisdiction

The goal of managing conflict is to regulate behavior and encourage right behavior. Ambiguous jurisdictions reduce the motivation to follow through particularly when different departments are involved in conflict management.

Competition and lack of corporation

Competition in the industry dictates market practices. Lack of cooperation is a challenge that encourages conflicts.

Administrative processes and deficiencies in Existing Management Structure  

Effective administrative processes promote the implementation of conflict management techniques. Deficiencies in existing management structure hinder implementation of conflict management strategies. 

Performance tradeoffs and Communication barriers 

Conflict management increases productivity within an organization. Barriers in communication reduce buy-in among stakeholders. Communication is important as it promotes cohesiveness and sharing of information among all stakeholders. Thus, communication barriers limit the implementation of conflict management strategies.

Organizational goals and conflict of interest

Organizational goals guide the implementation of programs. Conflict of interest promotes interpersonal conflicts particularly when members do not recognize the importance of a healthy workplace.

Rewards and dependence

Individuals who are adequately rewarded are likely to participate in conflict management programs for the benefit of the organization. Dependence among employees increases the risks that they will not work together effectively.

Reference

Swanson, D. J., & Creed, A. S. (2014). Sharpening the focus of force field analysis. Journal of change management, 14(1), 28-47.

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