HCA 459 Week 4 DQ 2 Motivation and Conflict Resolution

HCA 459 Week 4 DQ 2 Motivation and Conflict Resolution

HCA 459 Week 4 DQ 2 Motivation and Conflict Resolution

Motivation and Conflict Resolution. Select either Option A or Option B and indicate in your post which option you have selected.

In any organization, regardless of the industry, some level of conflict and/or office bickering is inevitable and may have a damaging impact on productivity and motivation or morale. However, it is the responsibility of the manager to ensure that conflict is avoided whenever possible and, when it does occur, that it is handled in an appropriate and respectful manner. With this in mind, listen to the podcast, Stop the Medical Office Bickering and respond to your selected option.

Option A: Case Study: A Matter of Motivation: The Delayed Promotion

Review the details of the case above from your course text, and respond to the following questions:

1. Thoroughly analyze the likely state of your ability to motivate yourself in your new position. In the process, comment to whatever extent you feel necessary on your level of confidence in the relative stability of your position and how this might affect your performance.

2. Describe the most likely motivational state of your HIM staff at the time you assumed the director’s position, and explain in detail why this state probably exists.

3. Based on the podcast, what are some proactive strategies that management could have used to reduce the potential for conflict in this situation?

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Option B: Case Study: Charting a Course for Conflict Resolution: “It’s a Policy”

Review the details of the case above from your course text, and respond to the following questions:

1. Develop the argument you would be advocating if you were in George Mann’s position. In a similar fashion, thoroughly develop the argument you would advance if you were in Sally Carter’s position.

2. Assuming the position of CEO, Jane Arnold, render a decision. Document your decision in whatever detail may be necessary, and include a complete explanation for your decision.

3. Based on the foregoing, outline whatever steps (e.g., policy changes, guidelines, payroll requirements, or something else) you believe should be considered to minimize the chances of similar conflict in the future. 

What were your choices for managing conflict on your team?

Conflicts are typical when team members with differing opinions, goals, and perspectives come together. The same case applies to the scenario after adding Alejandro, Sandra, Jim, and Karla. To avoid delays or a possible project’s failure, conflict resolution is necessary. The first conflict resolution strategy that can be used to solve the emerging issues is accommodation. It is appropriate when the team’s harmony is more prioritized than achieving the set goal.

The second strategy is conflict avoidance, involving withdrawing from the problem, hoping that it will go away (Baykal, 2019). Other choices for conflict management strategies include compromising, collaboration, and competition. Compromising means no one wins, while collaboration means working together for the best interest of the conflicting parties (Schermerhor et al., 2020). Competition means disregarding accommodation, compromising, and collaboration, and asserting one’s authority.

What conflict resolution strategies did you employ to encourage collaboration and build consensus within a team?

Each team member has an issue that could affect the overall productivity and cohesion of the team. Alejandro did not believe in the team strategy and had been working on his own ideas. Due to its adverse effects of divided focus, the collaborative approach is the most effective in such a situation. Alejandro’s concerns deserve to be heard and, as the leader, find a way to tweak the team’s plans based on Alejandro’s feedback.

Collaboration implies listening to the other person’s demands and ironing out the conflict. As new team members, Jim and Sandra have a relationship characterized by a cold attitude and contempt. Since many conflicts arise from misunderstanding and poor communication, collaboration would be the most effective to solve the conflict between Jim and Sandra. Karla’ situation required a similar approach. She had disengaged from the team and missed a few check-in meetings.

Are these strategies something you typically employ when confronted with a conflict? Why or why not?

Conflict resolution implies getting a solution for an issue likely to segregate teams. At a personal or professional level, people resolve conflicts differently, making them more familiar with some strategies than others as their comfort-level increases or decreases. I have encountered several situations prompting me to accommodate others’ views to resolve issues.

Since accommodating is a win-win strategy with many positive impacts, I am highly confident with its application in conflict resolution. I have little or no encounters involving avoiding conflicts, compromising, and competition. Therefore, the comfort level is not as high as in collaboration and accommodation strategies of conflict management.

How can you keep all employees on your team engaged?

A team’s engagement level depends, to a significant extent, on team-engagement strategies. Conflicts should be avoided and teamwork promoted as much as possible. Encouraging active listening is an effective strategy for team engagement. Active listening enhance understanding and encourage team members to contribute to ideas generation. Constructive and timely feedback also encourages participation and improves team spirit.

Fairness and impartiality are pivotal in making team members feel valued and respected. Promoting fairness and impartiality ensures that the team leader remains objective and each member can present their perspective. I am highly confident in applying the three strategies since they are instrumental in team cohesion and increasing motivation to achieve shared goals.

References

 Baykal, E. (Ed.). (2019). Handbook of research on positive organizational   behavior for improved workplace performance. IGI Global.

 Schermerhorn, J. R., Davidson, P., Woods, P., Factor, A., Simon, A.,   McBarron, E., & Junaid, F. (2020). Management. John Wiley and Sons  Australia, Ltd.