Conflict resolution and organizational culture at Luke and Associates

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GM504.xx (xx = section #)

Organizational Excellence and Change

Collaboration within and between teams at Luke and Associates is an essential aspect of organizational life in general and change management in specific. So as a change leader it is helpful to have a basic framework for resolving conflicts within work place teams Any organization can have the best change management plan and methodology, however if that business does spend the time on the people side of change they definitely will not be able to realize the ROI of the companies change initiative. However, it appears that change can strike heart in the strongest of people. Change in turn can sometimes cause conflict to take place among people in a personal or business relationships such as in Luke and Associates. With that said, this paper will focus on the change initiative of conflict resolution at Luke and Associates.

Conflict Resolution

Conflict of opinions is something that is unavoidable and healthy and necessary to the overall effectiveness and productivity of Luke and Associates. Team members at the company will of course have some strong opinions with each advocate of a specific perspective having their own cautiously respected reason and business case. Nevertheless Luke and Associates members will also have strong feelings and emotions about certain matters- especially in the setting of a change initiative. With that being mentioned, it is important to permit the expression of strong opinions and the way the members are feeling but it needs to be done in a way that minimizes destructive conflict arising from polarized situations and escalating tension and difference.

It may sound obvious but evident terms of reference for the Luke and Associates team will go a long way to justifying conflict that is destructive. This should consist of a clear statement of: the determination of the team; practices, tools procedures that will be used; time scales; obviously defined individual roles and everyday jobs; ground rules and strategies for contribution and behavioral prospects; and defined progressions for conflict resolution. Triggering all of this is the agreement and understanding that whilst conflict is inevitable it will be depersonalized (Heitler, 2010).

Managerial culture

Organizational culture at Luke and Associates will involves practices, beliefs and values of an organization over a period of time. It is clear that these values and norms are what influence the interaction among various organizational stakeholders. However, they likewise describe objectives which are to be followed by stakeholders and the means with which they will be tracked (Pillay, 2009). There are strong and weak organizational cultures at it is up to the management at Luke and Associates to figure out which group they fall in. In weak cultures, workers do not classify themselves with organizational objectives and they end up following personal aims. They likewise have low incentive levels and are doubtful to work successfully unless under continuous management. Even then, they are improbable to give their all-out output when performing everyday jobs.

However, Luke and Associates may affiliate themselves more as a strong culture. What this means is that as a strong cultured organization they operate on high motivation levels among shareholders. In establishments with strong cultures, workers will perform tasks efficiently under minimal management and will look at Luke and Associates goals as similar to their personal goals. Workers are likely to give maximum output and few conflicts come up in such surroundings. This is the most operational culture which any organization should retain if it is to meet its purposes.

There are various benefits which Luke and Associates appreciate from having strong organizational cultures. Workers are highly driven and they perform tasks although putting maximum production. These kind of establishments feature fewer conflicts since personal objectives of shareholders are similar to administrative goals (Heitler, 2010). There is likewise steadiness in performance and workers are able to meet client needs successfully. Another thing to state is that Strong cultures usually feature strong leadership from the supervision which guides the achievement of organizational objectives. Lastly, there are high novelty levels in such organizations and fewer cases of worker turnover.

Implementing Change

The answer to organizational problems at Luke and Associates must be of shared formation, a joint project by management and labor to resolve an organizational issue. Leading change, with the full commitment of the workforce, depends on empowerment (Dressler, 2010) defined this in expressions of building communities and linking individuals to each other. However, this is where the spark of creative explanations are formed, and no uncertainty explanations that are equally acceptable and solve the issue at hand. There is a need to get the whole system in the room, making all of the organization part of the process. Endorsing organizational change is a risky attempt for Luke and Associates for the reason that many changes never turn out to be more than just the flavor of the month. In order to increase the likelihood that the company is able to introduce and sustain organizational change, there are certain steps that must put certain key elements in place.

The first thing is to teach the staff at Luke and Associate to avoid the conflict. If it is looked at being a small change that is not worth the time of quarreling or distressing about, employees need some time to calm down or they need time to gather more information in regards to the situation, then consider evading the conflict in total. The employees can evade the conflict by just walking out of the room, ending the conversation or just quitting the project. Luke and Associates making an accommodation is something else to be looked at. It allows employees to place a stress on the things that the persons in conflict have in common in an effort to de-emphasize the aim for the conflict. For instance, Luke and Associates manager could say something for example, "Even though we may differ on how to raise money for the fundraiser, we can reach agreement that a fundraiser is the best way to get the money desired. Let's go back to what kind of fundraiser we'll have later.

Luke and Associates will need to handle one issue at a time. Change can be overpowering as talked about earlier. Conflict can be disconcerting to some of the employees. Instead of try to tackle every essentials of change or tackle every point of the conflict, as an alternative take on one problem at a time. They will need to start with the smallest issue first and if is fixed, then the company needs to move on to the next and more complex concern. The organization will need to continue the process until they can decide, accommodate or settle on each issue. The last thing is that Luke and Associates needs to time the conflict. Even though the business may not be able to control when a conflict comes up, they can control when the conflict is tackled. Luke and Associates will need to do something like choose a time when all of the people involved are eager and capable to address the issue. For instance, if one or more of the parties is annoyed, it may be wise to let the conflict go until a calm conversation is able to happen.

Luke and Associates will need to think that the solution to organizational issues must be of mutual formation, a joint project by management and labor to resolve an organizational problem such as conflict. In other words, everybody has to be on board. Leading change, with the full commitment of the workforce, depends on enablement (Dressler, 2010). Pillay (2009) described this in terms of building communities and linking individuals to each other. Research shows that this is where the spark of creative solutions are made, and no doubt solutions that are equally satisfactory and resolve the issue at hand. There is a need to get the whole system in the room, making all of the organization part of the process. Managers at Luke and Associates will need to must build the best trust among its employees, displaying a commitment and dependence on all organizational members, while together demonstrating that they will not pull the rug out from under the workers. Over time, Luke and Associates conflict management styles could possibly tend to interlace, and a "right" way to resolve conflict emerges. Research shows that t's good to make out when this style can be used successfully, on the other hand make sure that people understand that diverse styles may suit different circumstances.

Recommendations

Without a doubt change is going to happen rather Luke and Associates is ready for it or not. However, they can get prepared for it so that none of the employees are caught off guard. One recommendation that should be applied is to challenge the position, not the person, and make sure that they are conveying supportiveness and positive respect for the person. Another thing to remember is for the company to make sure that they are describing the possible prices and risks of keeping the conflict going. They also need to do things such as verify that the messages that they are trying to send are the ones that are being established. If everybody is going to feel content with the resolution, it will be very beneficial if everyone has had fair contribution in generating answers. Also, brainstorming possible solutions, and be open to all ideas, as well as ones the company has never considered before.

Conclusion

Conflict is an unavoidable part of organizational life, and the right grade and type of conflict can be helpful. In a lot of different circumstances the slaughter of change has succeeded in a remarkable amount of anguish and waste in many organizations. However, valuable change with a business such as Luke and Associates tends to be linked with a multi-step process that will create power and motivation that is sufficient to take over all the sources of indifference. It necessitates dedication and must be driven by high quality leadership who prove their obligation to its achievement. The rewards for those organizations that manage their change efforts well have improved their competitive standing and positioned themselves for a far better future.