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Essay / Research Paper Abstract
A 3 page paper discussing resistance to a new conflict management system. The scenario is that an organization has designed and implemented a new conflict management system but employees are largely ignoring it as a mark of registering their resistance to it. The purpose here is to assess possible reasons for that resistance, for the purpose of overcoming them. Bibliography lists 5 sources.
Page Count:
3 pages (~225 words per page)
File: CC6_KSmgmtConfMg2.rtf
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Unformatted sample text from the term paper:
The scenario is that an organization has designed and implemented a new conflict management system but employees are largely ignoring it as a mark of registering their resistance to it.
The purpose here is to assess possible reasons for that resistance, for the purpose of overcoming them. Theoretical Base Rahim (2000) reviews
several empirical studies addressing conflict management, including one identified as being authored by Kirkman, Jones, and Shapiro. Its title holds promise for the current study: "Why do Employees
Resist Teams? Examining the Resistance Barrier." This study consisted of a survey of 1,060 employees of two Fortune 50 firms, indicating that all
were associated with very large organizations in which conflict management processes are virtually assured of existing and being actively used. Small businesses have neither the need nor the resources
to establish such programs and procedures, but very large ones need a means of dealing with the conflict that is certain to arise among such a large number of people.
The specific study assessed employees resistance to assignation to self-directed work teams, but the reasons they identified for their resistance transcend the specific
situation and can be applied to general assessment of resistance to a conflict management system change. Rahim (2000) states that employees "concerns reflected issues of organizational justice, such as
fairness and equity; accountability; trust; organizational outlook; and individual ability/influence" (p. 5). Fisher, Ury and Patton (1991) provide a framework in which those
holding opposing views can (1) identify the problems standing between them; (2) negotiate from the vantage of an institution, rather than an individual; and (3) avoid sliding back into old
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