Running head: CONFLICT HANDLING STYLE

Conflict Handling Style

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Conflict Handling Style

Human beings are social beings, and when they interact, there are always cases where

they agree as well as when they disagree, and the need to find a way to address these

disagreements is essential in maintaining healthy and productive relationships and interactions.

An important thing that brings people together is change, and when change ideas are presented,

people will, in most cases, disagree on the best idea to adopt, which may result in conflicts.

Communication, as has been described by Van Keer et al. (2015), is a major source of conflict as

there are issues of misunderstandings, disagreements, and misinterpretations. Finding ways to

address the sources of conflict is important in managing change within an organization. In

exploring the issue of conflict handing style, change and conflict theories are described, change

agency and leadership, and personal conflict-handling style.

Change Theories

Every person or organization experiences changes in their life, behaviors, ideas, or

actions. Organizational changes, for instance, as institutional-wide with more than one person

being involved in the change process which implies that there are always interactions between

the people involved in the change agent presenting a possibility for conflict. However, the

adoption of the right leadership style acts as a strategy for reinforcing change and limiting

conflicts. Some of the most significant change theories include Lippitt’s change theory and Kurt

Havelock’s change theory.

Lippitts Theory of Change

The model is based on the concept of bringing in an external change agent to effect a

change through a well-structured plan. The theory has seven key steps through which a change
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agent should follow in attaining effective change. According to Spears (2016), the seven steps to

accomplishing change include change objectives, problem diagnosis, motivation assessment,

agent and resource assessment, change agent role, relationship termination, and maintain change.

In effecting change, Lippitt’s seven-step model allows a change agent especially in the

healthcare setting to understand the need for change, incorporate the needed resources and

personnel, and initiate a change through a professional relationship with other people (Spears,

2016).

In the first step, a change agent notices and diagnoses a problem making the need for

change known to others after which the change agent determines the people’s willingness to

accept the change. The t definition of a change agent is the next step (Spears, 2016). With the

change agent having been identified, an implementation plan is developed containing the steps to

be taken as well as the change objectives. Once the change has been attained, the change agent

engages in activities that will maintain this change while terminating the helping relationship.

Havelock’s Change Theory

Like Lippitt’s model, Havelock’s model involves multiple steps through which a change

agent can follow towards the accomplishment of a change project. The model has been

developed from the three primary change steps described in Kurt Lewin’s change model. In

Havelock’s model, the main steps towards change include relationship creation, problem

diagnosis, resource mobilization, and selection of the best idea, gaining acceptance, and self-

renewal (Udod & Wagner, 2018). When undertaking a change process, a change agent creates a

professional relationship with the client and then investigates the existing problem before

mobilizing resources to implement the change.

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Conflict Theories

As has been indicated, change is not always an acceptable practice, and there are always

cases where people involved in the change process disagree, resulting in conflicts. A change

agent must anticipate possible areas of conflict, and the change agent needs to identify the

appropriate conflict theory to apply when initiating change. Some conflict theories that are

applicable in such a case include Marx’s conflict theory and social cognitive theory (SCT).

Marx’s Conflict Theory

Tension and conflicts always arise when there is an uneven status, power, and resources

distributed among people in a society. Power, according to Marx, controls accumulated wealth

material resources, institutions, and politics that makeup society (Crossman, 2019). The model

focuses on the causes and consequences of conflicts between groups, individuals, or institutions

based on the differences in their power and authority. During change, a leader has power and

authority, and when such a leader applies authoritative leadership style, there are chances that the

followers will feel oppressed, an aspect that will make them often disagree with the leader.

Social Cognitive Theory (SCT)

SCT is also a conflict theory that focuses on the social aspects of human life. According

to Rahim (2017), the SCT model describes the influence of people’s actions, experiences, and

environment on their behaviors. People’s interactions with other people and their environment

including workplace are a major determinant of the people’s behaviors, and the model is

effective in exploring these behaviors and experiences which to some extent determine an

individual’s actions. Conflict, as described by this model, arises from an individual’s interaction

with the environment and other people.

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A Leader as a Change Agent

Healthcare providers assume leadership roles which allow them to insert influence on

other people to accomplish certain organizational and personal goals. The type of leadership

style determines whether a leader has great or little influence on others and as noted by Weiss,

Tappen, and Grimsley (2019), leaders need to use their power and influence effectively to

influence other people. Change involves the input of multiple individuals, and it is the

responsibility of a nurse leader to work with these people towards the attainment of the change

objectives. Therefore, by applying leadership powers and effective leadership such as democratic

leadership and transformational leadership, healthcare leaders can influence other healthcare

providers towards engaging in practices that promote the desired change.

Personal Conflict Handling Style

Conflict in the workplace is common and especially during a change process, making it

essential for a change agent to identify the right conflict-handling style that will yield the best

outcomes given a certain problem. According to Moriarty (2018), there are five key conflict

management styles with each being applicable and effective in different cases. A personal

conflict management style described by Moriarty (2018) is collaborating, which highly assertive

and which encourages cooperation between the parties to a conflict. The goal of this style is

enhancing a win-win solution when faced with a challenging issue. The style allows a leader to

view conflict as healthy or normal allowing the leader to treat followers neutrally.

Conclusion

Conflicts can be perceived as positive or negative depending on the effect they have on

the people, and when negative conflicts happen. It is the responsibility of a leader who acts as a
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change agent to identify the best conflict management style to adopt when addressing conflict.

Change, as among the causes of conflicts is an important aspect that a change agent and leader

should consider and determine the best change theory to adopt to prevent the potential of risk of

conflict.
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References

Crossman, A. (2019). Understanding conflict theory. Thoughtco. Retrieved from

https://www.thoughtco.com/conflict-theory-3026622

Moriarty, T. (2018). The 5 styles of conflict management. Plant Services. Retrieved from

https://www.plantservices.com/articles/2018/human-capital-5-styles-of-conflict-

management/

Rahim, M. A. (2017). Managing conflict in organizations. Routledge.

Spear, M. (2016). How to facilitate change. Plastic Surgical Nursing, 36(2), 58-61.

Udod, S., & Wagner, J. (2018). Common Change Theories and Application to Different Nursing

Situations. Leadership and Influencing Change in Nursing.

Van Keer, R. L., Deschepper, R., Francke, A. L., Huyghens, L., & Bilsen, J. (2015). Conflicts

between healthcare professionals and families of a multi-ethnic patient population during

critical care: an ethnographic study. Critical Care, 19(1), 441.

Weiss, S. A., Tappen, R. M., & Grimley, K. (2019). Essentials of Nursing Leadership &

Management. FA Davis.