Posted: April 22nd, 2021

Reply to a Discussion Post about understanding why is the guiding principle in conflict. Communications homework help

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PLEASE REVIEW DISCUSSION GUIDELINES ATTACHMENT BEFORE WRITING RESPONSE...STRICT GUIDELINES HAVE TO BE FOLLOWED TO RECEIVE FULL CREDIT!!! COM 665 Discussion Participation October 2015.docx DISCUSSION POST:Understanding the WHY is the guiding principle in conflict.The Golden Circle concept was inspired by a simple mathematical relationship “...supporting the notion there is more order in nature than we think”(Sinek, 2009, p. 38).  Defining the terms of the circle starting outside and working inwards is WHAT, HOW, and WHY.  WHAT describes, “…the products or services a company sells” (p. 39).  HOW is the differentiating or motivating factor in a decision; the explanation of something different or better (p. 39).  WHY is the purpose; why the company exists or why someone should care (p. 39).  An individual’s guiding principle in conflict should be to act and communicate from the inside out focusing on the WHY.  If leaders started by first asking why, then they would inspire individuals to act rather than cause a reaction or conflict.  A state of conflict is, “When goals…are so disparate and incompatible that the system can’t function smoothly” (Thomas, 2013, Discussion 5 Slide 3). Not evaluating the why or goals is a problem.  Therefore, in conflict situations individuals should use less “unproductive language: i.e. blaming, interrupting...” (Thomas, 2013, Discussion 6 Slide 9) and focus on the why or “‘real objectives’” (Thomas, 2013, Discussion 5 Slide 5).Sometimes in conflict, managers are drawn to the quicker, cheaper option over the better long-term solution.  Thomas and Schmidt (1976) found that “managers devoted up to a fifth of their time resolving conflicts” (qtd. in Goldman, Cropanzano, Stein, Benson, 2008, p. 292).  A management consultant states, “they never have the time or money to do it right the first time…but they always have the time and money to do it again” (Sinek, 2009, p. 23).  In a Japanese auto plant, the Japanese “…didn’t examine the problem and accumulate data to figure out the best solution – they engineered the outcome they wanted from the beginning” (Sinek, 2009, p. 14).  If the desired outcome wasn’t achieved, the Japanese auto plant understood that there was a defect in the process from the start.  When faced with a result that does not go according to plan and conflict arises, the first instinct is to go through a series of short-term tactics to reach the desired outcome.  However, the short-term may not be structurally sound in the original intention. There is greater value placed in the original purpose or “why”. More data doesn’t always help, especially if a flawed assumption is what set off the whole conflict process in the first place.  Our behavior is affected by our assumptions or perceived truth.  If mediation is an option, the mediator may use both directive and elicitive strategies (Charkoudian, De Ritis, Buck, Wilson, 2009, p. 293) to better understand the purpose or why the conflict arose.  Mediators refer to a metamodel to help distinguish how a problem is defined (from narrow to broad)” (Alexander, 2008, p. 99).  The “narrow to broad” relates to The Golden Circle concept thus emphasizing the importance of the WHY as the guiding principle for conflict.495 wordsAlexander, N. (2008). The mediation metamodel: Understanding practice. Conflict Resolution Quarterly, 26(1), 97-122. doi: 10.1002/crq.225Charkoudian, L., de Ritis, C. et al. (2009/Spring). Mediation by any other name would smell as sweet – or would it? The struggle to define mediation and its various approaches. Conflict Resolution Quaterly, 26(3), 293-316. doi: 10.1002/crq.234Goldman, B.M., Cropanzano, R., et al. (2008). The role of third parties/mediation in managing conflict in organizations. In C.K.W. de Dreu & M.J. Gelfand (eds.) The psychology of conflict management in organizations. New York, NY: Taylor and Francis Group. 291-319.Sinek, S. (2009) . Start with why: How great leaders inspire everyone to take action. New York: Penguin GroupThomas, Lorne. Discussion 5: Conflict Management (PowerPoint slides) . Retrieved from Lecture Notes Online Web site: https://chipcast.hosted.panopto.com/Panopto/Pages/Viewer.aspx?id=4007e018-1705-404f-bc6c-1fc0f34c415aThomas, Lorne. Discussion 6: Mediation and Grievance (PowerPoint slides) . Retrieved from Lecture Notes Online Web site: https://chipcast.hosted.panopto.com/Panopto/Pages/Viewer.aspx?id=4007e018-1705-404f-bc6c-1fc0f34c415a

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