Conflict is inevitable and necessitates evaluation of causes, processes, and effects to appropriately handle situations that affect morale, productivity, and leadership. Its correlational effects permeate various levels: individually, organizationally, and globally. When individual and interpersonal characteristics erode the moral fibers of a relationship, conflict will ensue and will have long-lasting residue that can harm one's reputation.
Conflict Management: Case Evaluation
According to Wall & Callister (1995), conflict may occur at the interpersonal level in which an individual comes into conflict with others. Perhaps, conflict may occur at the intergroup level, whereby some level of contention exists between or among groups. Last, conflict may occur between or among organizations, which is known as interorganizational. Regardless of the level, experiencing conflict breeds frustration, anxiety, and the dreaded fear of the unknown outcome. Although associated feelings are a byproduct of an unpleasant and natural occurrence, it is necessary for people to progress through the cycle. "As with any social process, there are causes; also, there is a core process which has results or effects. These effects feed back to affect the causes. Such a conflict cycle takes place within a context (environment) and the cycle will flow through numerous iterations (Wall & Callister, 1995, p. 516). For further analysis, an example is given to evaluate a situational conflict's cause, process, and effects.
Case: Ethical Challenges
In the field of real estate, one encounters numerous ethically and socially challenging situations. Many situations can border the threshold of litigation. Several years ago, after working with some clients for quite some time, the agent was able to finally close the deal. This lovely family moved into their new home and was excited about the idea of being first time homeowners. Two days after closing, the sellers knocked on their door and informed them that a previous death had occurred there. Additionally, the sellers handed the disclosure papers to the buyers that noted the presence of asbestos. Afterwards, the buyers' agent received an alarming and angry call from her clients who demanded an explanation. Shockingly, the buyers' agent could not believe that this was happening. What did the seller have to gain by disclosing this information now? Immediately, the buyers' agent called the sellers' agent to ask if he was aware of this, and sure enough, he was aware. Moreover, the sellers' agent did not feel the need to disclose this information and was surprised that the seller decided to share such disturbing news after-the-fact. This is a complex situation involving three main issues. First, asbestos is a health and safety issue that needed to be addressed immediately. Second, a death occurrence was a material issue for the buyers. Third, this agency relationship created tension between the two real estate brokerages that now must prove where the burden of proof actually lay. In the midst of this interorganizational conflict, interpersonal and intergroup conflict created a multi-level conflict: brokerage entities are in conflict, buyers against the sellers are in conflict, and real estate agents of both entities are in conflict. Consequently, the buyers felt betrayed due to the lack of disclosure regarding the asbestos and the death occurrence, and they wanted to pursue legal action against all parties to the transaction. If misrepresentation could be proven, the contract could have been possibly rescinded, with a handsome monetary settlement awarded.
Case Evaluation
Conflict Defined
Based on the definition of conflict as a process in which one party perceives that its interests are being opposed or negatively affected by another party, this case clearly demonstrates this definition. The buyers felt that they were negatively affected by both real estate agents and the sellers. Hence, they felt vulnerable and victimized by the nondisclosure. Incidentally, the conflict was one of a complex and multiplicity in nature. "Multiplicity increase the chances for goals to generate conflict; yet, once there is conflict, the multiple issues provide an opportunity for the parties to set trades and face-saving exits from the conflict. Similarly, complex issues generate conflict via tension and confusion. However, complex issues can often be dissected into a number of smaller/simpler ones, which can be traded" (1995).
Conflict Causes & Categories
Causes of the conflict stemmed from interpersonal characteristics, such as perceptions, communication, and behavior. Buyers perceived good intentions in working with both agencies. However, interpersonal relationships require effective communication to diffuse any potential misunderstandings, which clearly was the impetus in the case. Miscommunication and poor behavior was characterized by minimizing the level of interactions, which placed the buyers in a vulnerable position. "Given differing organizational needs and goals, underlying conflicts and tensions are an inherent part of buyer-seller relationships" (Bobot, 2010). Insomuch, the buyers did not have the information needed to make an informed choice. The property was misrepresented as to any past or pending issues. Ironically, the sellers was required to complete a Disclosure Statement in which the buyers reviewed during their Due Diligence inspection period. Contents of the disclosure did not indicate any alarms, and therefore, they proceeded to finalize the sale. Unfortunately, money was the driving force, triggering a cascade of event.
Individual Conflict Characteristics
Seemingly, individual characteristics were evident, such conflicting personalities, values, and goals. Clearly, the goal to sell the home at any cost took precedence over any other goal, such as the welfare of the buyers or to conduct business ethically. Sellers and buyers defer to agents for leadership and guidance for such an important transaction. Agents have a fiduciary responsibility to their clients. In the effort to the follow the Realtor Code of Ethics, each agent is obligated to demonstrate professionalism with the highest level of integrity, while working in the legal confines of such a complex industry.
Organizational Conflict Effects
Any legal action threatens the reputation and sustainability of any organization. With the threat of an impending lawsuit, tension between both real estate brokerages, tension between the buyers' broker and its agent, tension between the sellers' broker and its agent, and then tension between opposing agents, created a very hostile and unfavorable working relationship. Brokerages were afraid to talk to each other without legal representation. Sellers were instructed not to contact the buyers under any circumstance, since creating this turmoil. Both agents were instructed by their respective brokers to discuss how this issue can be amicably resolved to avoid litigation. Hence, the only two sides in discussion were the two agents, which is where the conflict or tension started.
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