To the extent an organization can embed or internalize these values is often a barometer or measure of how resilient they can also be in the face of rapid and turbulent change (Nguyen, Mohamed, 2011). The connection of conflict resolution and management is a catalyst of organizational stability, resilience, and it time of rapid change, agility in the face of disruptive forces reshaping their markets. That is why, from a strategic level, paying attention to these issues and concerns is so critical.
The three Major Conflict Resolution Strategies proposed by the author are: interest-based, rights-based, and power-based strategies.
Interest-based, rights-based and power-based strategies all have specific roles in the broader strategies of conflict mediation and resolution that many companies face while competing in turbulent economic environments (Jameson, 1999). The author states that interest- and rights-based strategies taken a more transformational vs. transactional approach to leading change however (Nguyen, Mohamed, 2011). While power-based strategies may be the most efficient for getting work done, they in fact could be the last effective in attaining lasting change (Jameson, 1999). For a long-term change to occur in any company, employees must appreciate; understand they align their internal beliefs and values to the change necessary (Strutton, Knouse, 1997). While conflict resolution at first analysis appears to be focused on reducing the amount of time and resources wasted in conflict mediation, it is most often more critical as a means to preserve organizational agility in the face of disruptive organizational change (Kirca, 2006).
Please elaborate on the concept behind interest based and power-based strategies.
The analysis completed by Jameson (1999) concentrates on conflict mediation through a taxonomy-driven approach of defining key success factors that include interest-based and power-based...
Interest-based strategies are predicated on getting the underlying interests and concerns of involved individuals into the same frame of reference. It is one of the more collaborative approaches to problem-solving and relies heavily on a leaders' transformational skill sets and communication strengths (Nguyen, Mohamed, 2011). An interest-based approach allows each side of a conflict a more egalitarian-based approach to resolving the conflict. Power-based strategies rely more on the authoritarian leadership styles and methods of managers, and often don't focus on how to create a collaborative platform of trust in the long-term (Nguyen, Mohamed, 2011). Power-based strategies do however create a high level of compliance and are effective in situations of rapid change (Jameson, 1999). They are however not as effective as interest-based strategies in overcoming resistance to change. When an organizational culture needs to shift significantly, the more effective strategies take into account the need for change management programs that will motivate employees over the long-term.
References
Guy, Mary Ellen. (1986). Interdisciplinary Conflict and Organizational Complexity. Hospital & Health Services Administration, 31(1), 111.
Jessica Katz Jameson. (1999). Toward a comprehensive model for the assessment and management of intraorganizational conflict: Developing the framework. International Journal of Conflict Management, 10(3), 268-294
Ahmet H. Kirca. (2006). The Moderating Effects of National Cultural Values on Intraorganizational Factors-Market Orientation Relationship: A Cross-Cultural Model. American Marketing Association. Conference Proceedings: 2006 AMA Winter Educators' Conference, 17, 111.
Hai Nam Nguyen, & Sherif Mohamed. (2011). Leadership behaviors, organizational culture and knowledge management practices: An empirical investigation. The Journal…
