Analyse The Role Of Active Listening In Organisational Conflict
Organizational conflict can arise from differences within the team. One of these differences is each person’s personality. You have stated that you have a “take charge” instinct and that has made it difficult dealing with other Type A personalities. Kinicki and Fugate (2016) state that proactive personalities identify opportunities and act on them, take initiative, and persevere until meaningful change occurs (p. 90) Having this type of personality is admirable, but sometimes competiveness can get in the way.
Organizations should learn to instill a culture of interdependency. Even among proactive people, each person is different with a different set of skills. We become interdependent when team members are selected to accomplish specific tasks …show more content…
based upon their skill set (Kinicki & Fugate, 2016 p. 314). A person with an introvert type of personality might not be the best person for a job the deals with customers, but an introvert might be analytical enough to be effective in improving a process. An organization thrives upon the different relationships that are built between individuals (Fischer, 2009).
You have mentioned that power can be self-serving, but we have learned that power contributes to leadership. These powers are legitimate, reward, coercive, referent, and expert (Kinicki & Fugate, 2016 p. 465). The Bible says in Ecclesiastes 3:1. “For everything there is a season, and a time for every matter under heaven.” The problem is not power itself, but it is what power one uses and when he uses it.
References
Fischer, K., (2009). Presentation: Lesson 7 – Power, conflict, and negotiation [video lecture]. Retrieved from https://learn.liberty.edu/bbcswebdav/pid-16408758-dt-content-rid-144071986_1/xid-144071986_1 Holy Bible: English Standard Version. (2001). Wheaton, IL: Crossway Bibles. Kinicki, A., & Fugate, M. (2016). Organizational behavior: a practical, problem-solving approach. New York, NY: McGraw-Hill Education.
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DB 3
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RE: DB 3
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Charles Gormley
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April 30, 2017 8:55 PM
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Discussion Board Forum 3
Charles Gormley
Liberty University April 26, 2017
Managerial Trust in Conflict and Decision-Making
You have mentioned that dysfunctional teams can have managers that ignore the conflict thinking that it can go away. This type of leadership is passive or laissez-faireleadership and is not the type of leadership that searches for solutions. When subordinates see that managers are incompetent of resolving conflict or making decisions, trust within the group deteriorates. Since solving conflict is what organizations spend most of their time fixing (Fischer, 2012), trust within the company is essential. You are right when you state that conflicts will not go away when they are ignored, and that open communication. Open communication is difficult when managers are not trusted. The reason why God is the ultimate leader that we trust in is because He is faithful- “And this is the confidence that we have toward him, that if we ask anything according to his will he hears us (1 John 5:14).”Kinicki and Fugate (2016) mention three different kinds of trust: contractual trust, communication trust, and competence trust (p. 318). If managers are being passive and not clear regarding goals and expectation, contractual trust is lost, and employees are left guessing on solving things on their own. Passive leadership may also lead to a lack of communication, and trust deteriorates when important information is being withheld. Credibility of the managers in solving conflict is important as well. Incompotent mangers in making decisions struggle with giving solutions because the subordinates may not trust those solutions (Kinicki andFugate, 2016 p. 319).
References Fischer, K. (2009). Power, Conflict and Negotiation. Presentation Lesson 7. Retrieved April 25, 2017 from Liberty University:https://learn.liberty.edu/bbcswebdav/courses/BMAL500_D04_201720/BUSI500_LUO_8WK_DEV_ImportedContent_20110311033412%281%29/BUSI500_LUO_8WK_MASTER_ImportedContent_20110218040324/Course%20Content/Module/Week%206%20%E2%80%94%20Leadership%20and%20Power/Reading%20%26%20Study/Lesson%207/7-Power_Conflict_Negotiation/index.html Holy Bible: English Standard Version. (2001). Wheaton, IL: Crossway Bibles. Kinicki, A., & Fugate, M. (2016). Organizational behavior: a practical, problem-solving approach. New York, NY: McGraw-Hill Education.
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Gormley- Discussion Board 3
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Gormley- Discussion Board 3
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Charles Gormley
Posted Date:
April 26, 2017 11:45 PM
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Published
Running Head: ORGINAL POST
Discussion Board Forum 3
Charles Gormley
Liberty University April 26, 2017
Abstract
In the United States Air Force Chaplain Corps, leadership structure can be domineering; this can be attributed to the fact that many of chaplains are well seasoned ministers. The experience and direction that experienced chaplains brings is essential, but problems occur when leaders are averse to creativity. This creates situations where communication is more directive and less listening. This paper will discuss the how active listening and creativity should take precedence in creating a harmonious environment in the chaplain corps.
Active Listening Communication is key in accomplishing tasks, but efficiency in accomplishing those tasks can depend upon the listening aspect of the leader. A great communicator is one that can decode the information that is being sent to him and forward it to those who can accomplish the task. Sometimes, the information that is being sent to him is from those whom he had delegated responsibility in accomplishing the task. The problem that I see is that experienced leaders can have a hard time being flexible to listen. This can be attributed to their resiliency and faith in their personal plan or experience. This can lead to being narrow-minded if not carefully balanced out with active listening. Narrow-minded leadership can lead to organizational collapse (Fischer, 2009) I do not want to discredit experience, but as times change, so does the experience of other people. The way a task was done before can be different from how one does the task now. Also, some people have a different skill set that give them a different experience on how they accomplish a task. In military chaplaincy, I see how chaplains can try to implement the same methods for all circumstances, and while they succeed in some environments, they fail in others. I also see how chaplains can be so eager in giving advice to other younger chaplains without listening.
Kinnicki and Fugate (2016) state that active listening involves being fully invested in what is being said and the use of positive body languages such as leaning in or direct eye contact (p.
344). Chaplains use the same tactic of active listening therapeutically in counseling, but active listening needs expand beyond therapy and into the organizations behavior. Active empathetic listening “can lead to better understanding the challenges that organizations face at each point in history by establishing learning” (Parks, 2015).
Creativity
In the Chaplain Corps, there is a new emphasis on finding new ways of ministry. We are challenged to use new methods of reaching Airman. Creativity allows the Air Force Chaplain Corps to increase its relevance in a more secular age. The challenge of creativity pressures chaplains to find ways in changing ineffective methods of outreach while holding true to the religious traditions of each chaplain.
The beauty of creativity is that everyone can contribute. People have different views and ideas; we are all gifted, and I compare the challenge of creativity to the charge that Paul gave to Timothy- “Do not neglect your gift, which was given you through prophecy when the body of elders laid their hands on you. Be diligent in these matters; give yourself wholly to them, so that everyone may see your progress” (1Timothy …show more content…
4:14-15).
Kinnicki and Fugate (2016) have stated that motivation is a key factor in having a creative environment (p.
451). In tying listening in this characteristic, people will be motivated in contributing creative ideas when people feel they are being heard.
Course of Action In addressing the issues of listening and creativity in the chaplaincy, I will be proactive in listening first before I make any decisions. I believe that creativity stems from looking at a problem from a better perspective. If I can listen and gain knowledge from the perspective of others, I can foster creativity and commitment among team members.
References
Fischer, K. (2009). Power, Conflict and Negotiation. Presentation Lesson 7. Retrieved April 25, 2017 from Liberty University:https://learn.liberty.edu/bbcswebdav/courses/BMAL500_D04_201720/BUSI500_LUO_8WK_DEV_ImportedContent_20110311033412%281%29/BUSI500_LUO_8WK_MASTER_ImportedContent_20110218040324/Course%20Content/Module/Week%206%20%E2%80%94%20Leadership%20and%20Power/Reading%20%26%20Study/Lesson%207/7-Power_Conflict_Negotiation/index.html Holy Bible: English Standard Version. (2001). Wheaton, IL: Crossway
Bibles. Kinicki, A., & Fugate, M. (2016). Organizational behavior: a practical, problem-solving approach. New York, NY: McGraw-Hill Education. Parks, E. S. (2015). Listening with Empathy in Organizational Communication. Organization Development Journal, 9 (22). Retrieved April 26, 2017, fromhttp://search.proquest.com.ezproxy.liberty.edu/docview/1705411029/fulltextPDF/94BC34382B604A55PQ/1?accountid=12085
Organizations should learn to instill a culture of interdependency. Even among proactive people, each person is different with a different set of skills. We become interdependent when team members are selected to accomplish specific tasks …show more content…
based upon their skill set (Kinicki & Fugate, 2016 p. 314). A person with an introvert type of personality might not be the best person for a job the deals with customers, but an introvert might be analytical enough to be effective in improving a process. An organization thrives upon the different relationships that are built between individuals (Fischer, 2009).
You have mentioned that power can be self-serving, but we have learned that power contributes to leadership. These powers are legitimate, reward, coercive, referent, and expert (Kinicki & Fugate, 2016 p. 465). The Bible says in Ecclesiastes 3:1. “For everything there is a season, and a time for every matter under heaven.” The problem is not power itself, but it is what power one uses and when he uses it.
References
Fischer, K., (2009). Presentation: Lesson 7 – Power, conflict, and negotiation [video lecture]. Retrieved from https://learn.liberty.edu/bbcswebdav/pid-16408758-dt-content-rid-144071986_1/xid-144071986_1 Holy Bible: English Standard Version. (2001). Wheaton, IL: Crossway Bibles. Kinicki, A., & Fugate, M. (2016). Organizational behavior: a practical, problem-solving approach. New York, NY: McGraw-Hill Education.
Reply Quote Mark as Read Thread:
DB 3
Post:
RE: DB 3
Author:
Charles Gormley
Posted Date:
April 30, 2017 8:55 PM
Status:
Published
Running Head: REPLY 1
Discussion Board Forum 3
Charles Gormley
Liberty University April 26, 2017
Managerial Trust in Conflict and Decision-Making
You have mentioned that dysfunctional teams can have managers that ignore the conflict thinking that it can go away. This type of leadership is passive or laissez-faireleadership and is not the type of leadership that searches for solutions. When subordinates see that managers are incompetent of resolving conflict or making decisions, trust within the group deteriorates. Since solving conflict is what organizations spend most of their time fixing (Fischer, 2012), trust within the company is essential. You are right when you state that conflicts will not go away when they are ignored, and that open communication. Open communication is difficult when managers are not trusted. The reason why God is the ultimate leader that we trust in is because He is faithful- “And this is the confidence that we have toward him, that if we ask anything according to his will he hears us (1 John 5:14).”Kinicki and Fugate (2016) mention three different kinds of trust: contractual trust, communication trust, and competence trust (p. 318). If managers are being passive and not clear regarding goals and expectation, contractual trust is lost, and employees are left guessing on solving things on their own. Passive leadership may also lead to a lack of communication, and trust deteriorates when important information is being withheld. Credibility of the managers in solving conflict is important as well. Incompotent mangers in making decisions struggle with giving solutions because the subordinates may not trust those solutions (Kinicki andFugate, 2016 p. 319).
References Fischer, K. (2009). Power, Conflict and Negotiation. Presentation Lesson 7. Retrieved April 25, 2017 from Liberty University:https://learn.liberty.edu/bbcswebdav/courses/BMAL500_D04_201720/BUSI500_LUO_8WK_DEV_ImportedContent_20110311033412%281%29/BUSI500_LUO_8WK_MASTER_ImportedContent_20110218040324/Course%20Content/Module/Week%206%20%E2%80%94%20Leadership%20and%20Power/Reading%20%26%20Study/Lesson%207/7-Power_Conflict_Negotiation/index.html Holy Bible: English Standard Version. (2001). Wheaton, IL: Crossway Bibles. Kinicki, A., & Fugate, M. (2016). Organizational behavior: a practical, problem-solving approach. New York, NY: McGraw-Hill Education.
Reply Quote Mark as Read Thread:
Gormley- Discussion Board 3
Post:
Gormley- Discussion Board 3
Author:
Charles Gormley
Posted Date:
April 26, 2017 11:45 PM
Status:
Published
Running Head: ORGINAL POST
Discussion Board Forum 3
Charles Gormley
Liberty University April 26, 2017
Abstract
In the United States Air Force Chaplain Corps, leadership structure can be domineering; this can be attributed to the fact that many of chaplains are well seasoned ministers. The experience and direction that experienced chaplains brings is essential, but problems occur when leaders are averse to creativity. This creates situations where communication is more directive and less listening. This paper will discuss the how active listening and creativity should take precedence in creating a harmonious environment in the chaplain corps.
Active Listening Communication is key in accomplishing tasks, but efficiency in accomplishing those tasks can depend upon the listening aspect of the leader. A great communicator is one that can decode the information that is being sent to him and forward it to those who can accomplish the task. Sometimes, the information that is being sent to him is from those whom he had delegated responsibility in accomplishing the task. The problem that I see is that experienced leaders can have a hard time being flexible to listen. This can be attributed to their resiliency and faith in their personal plan or experience. This can lead to being narrow-minded if not carefully balanced out with active listening. Narrow-minded leadership can lead to organizational collapse (Fischer, 2009) I do not want to discredit experience, but as times change, so does the experience of other people. The way a task was done before can be different from how one does the task now. Also, some people have a different skill set that give them a different experience on how they accomplish a task. In military chaplaincy, I see how chaplains can try to implement the same methods for all circumstances, and while they succeed in some environments, they fail in others. I also see how chaplains can be so eager in giving advice to other younger chaplains without listening.
Kinnicki and Fugate (2016) state that active listening involves being fully invested in what is being said and the use of positive body languages such as leaning in or direct eye contact (p.
344). Chaplains use the same tactic of active listening therapeutically in counseling, but active listening needs expand beyond therapy and into the organizations behavior. Active empathetic listening “can lead to better understanding the challenges that organizations face at each point in history by establishing learning” (Parks, 2015).
Creativity
In the Chaplain Corps, there is a new emphasis on finding new ways of ministry. We are challenged to use new methods of reaching Airman. Creativity allows the Air Force Chaplain Corps to increase its relevance in a more secular age. The challenge of creativity pressures chaplains to find ways in changing ineffective methods of outreach while holding true to the religious traditions of each chaplain.
The beauty of creativity is that everyone can contribute. People have different views and ideas; we are all gifted, and I compare the challenge of creativity to the charge that Paul gave to Timothy- “Do not neglect your gift, which was given you through prophecy when the body of elders laid their hands on you. Be diligent in these matters; give yourself wholly to them, so that everyone may see your progress” (1Timothy …show more content…
4:14-15).
Kinnicki and Fugate (2016) have stated that motivation is a key factor in having a creative environment (p.
451). In tying listening in this characteristic, people will be motivated in contributing creative ideas when people feel they are being heard.
Course of Action In addressing the issues of listening and creativity in the chaplaincy, I will be proactive in listening first before I make any decisions. I believe that creativity stems from looking at a problem from a better perspective. If I can listen and gain knowledge from the perspective of others, I can foster creativity and commitment among team members.
References
Fischer, K. (2009). Power, Conflict and Negotiation. Presentation Lesson 7. Retrieved April 25, 2017 from Liberty University:https://learn.liberty.edu/bbcswebdav/courses/BMAL500_D04_201720/BUSI500_LUO_8WK_DEV_ImportedContent_20110311033412%281%29/BUSI500_LUO_8WK_MASTER_ImportedContent_20110218040324/Course%20Content/Module/Week%206%20%E2%80%94%20Leadership%20and%20Power/Reading%20%26%20Study/Lesson%207/7-Power_Conflict_Negotiation/index.html Holy Bible: English Standard Version. (2001). Wheaton, IL: Crossway
Bibles. Kinicki, A., & Fugate, M. (2016). Organizational behavior: a practical, problem-solving approach. New York, NY: McGraw-Hill Education. Parks, E. S. (2015). Listening with Empathy in Organizational Communication. Organization Development Journal, 9 (22). Retrieved April 26, 2017, fromhttp://search.proquest.com.ezproxy.liberty.edu/docview/1705411029/fulltextPDF/94BC34382B604A55PQ/1?accountid=12085