The choice to engage in conflict or not is a strategic decision. In our personal lives, we often rush into situations, try to help, and sometimes make matters worse. On the other hand, we may see a drama unfolding, run the other way, and watch relationships deteriorate when we could have helped. Knowing when to help and when to steer clear is, in part, being clear about whose job it isformally or informally, which is known as boundary management. Sometimes boundaries are personal or role-based and sometimes they are codified in rules and regulations of an organization. The boundary management model that we will be studying from Furlong (2005) says that all conflicts are about boundaries; to that we would add expectations. Conflict, especially work conflict, may have many sources: differences in goals, alternative views of how to get the work done, and role expectations, among others. When conflict arises, we need a way to determine whether engaging in this particular conflict is the right thing to do at this time. Joni and Beyer (2009) provide some criteria for assessing whether a conflict is worth the time and effort that it will surely take. If the conflict fails to meet these criteria, we may be picking the wrong fight. This would cause stress and anger on our part and others as we waste valuable professional and organizational time and resources. Thinking about these sources of conflict in the workplace, each of these areas has rules and regulations that set appropriate expectations. When we challenge these definitions, we initiate conflict. A conflict in any organization to which you belong may have a root cause in the issues identified in the Boundary Model. And, the sources of work conflict identified in the text exist in most organizations, be they volunteer, home associations, schools, or places of worship, to name a few. Take a moment to reflect on the personal approach to conflict you have been developing in your coursework. While this course has attempted to give you the tools necessary to detect confrontations before they arise, not all disagreements are avoidable. Sometimes an argument becomes inevitable, and when this occurs, it is important to remember the old admonition to pick your battles carefully. As a leader, it would be foolish to pursue an all-or-nothing strategy, taking on anyone who thinks differently than you do just to win the point. So, where do you draw the line? What is important about the change you are trying to make, and how much are you willing to invest in it? For this Discussion, using the conflict you discussed in Week 2 or a new conflict that may have recently surfaced, you will assess whether it is worthy of a fight. Post a cohesive response based on your analysis of the Learning Resources and your professional experience. Be sure to discuss the following: Identify an element you would like to change at work or on a social change project. This change should affect other peoples work, not just your own, and improve everyones ability to get work done. Using the sources cited in Chapter 12 of the Managing Conflict Through Communication textbook, identify the source of this conflict. Analyze the differences between functional and dysfunctional conflict and explain which type your conflict falls under. Using the assessment tool in the article by Joni and Beyer (2009), work through the set of questions. How well would your planned change measure up in the three areas described? Whether or not you deem this conflict worthy of a fight, assume that you will engage in it. Segal and Smith (2018) list skills that might turn conflict into opportunities. Analyze which of these skills might you use to transform this conflict into an opportunity? Explain your rationale for your selections. Required Readings Cahn, D. D., & Abigail, R. A. (2014). Managing conflict through communication (5th ed.). Upper Saddle River, NJ: Pearson Education. Chapter 12, Managing Conflict in the Workplace Furlong, G. T. (2005). The conflict resolution toolbox: Models and maps for analyzing, diagnosing, and resolving conflict. Mississauga, Ontario: John Wiley & Sons Canada. Chapter 6, Model #3: The Boundary Model Pg. 89 94 Pg. 96 – 98 Articles Joni, S.-N., & Beyer, D. (2009). How to pick a good fight. Harvard Business Review, 87(12), 4857. Segal, J., & Smith, M. (2018). Conflict resolution skills: Building skills that can turn conflicts into opportunities. Retrieved from https://helpguide.org/articles/relationships-communication/conflict-resolution-skills.htm
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