Introduction
Conflict is a common occurrence in the workplace. Despite the improvements both in the theoretical understanding of the issue and practical techniques intended for effective conflict management, it remains a significant detrimental factor in the field of health care. The current paper explores the modern theories of change, conflict, and leader as a change agent in order to determine the ability of conflict management skills to hinder or enhance effective leadership in the health care setting.
Description of Theories
Several theories have been put forward by theorists in attempts to systematize the available knowledge. The prominent examples include three-step change theory, phases of change theory, social cognitive theory, and the theory of reasoned action. The three-step change theory, introduced by Kurt Lewin, views the process of change as a balance of forces working in opposite directions (Cummings & Worley, 2015). The first step thus is the act of eliminating the status quo and facilitating progress.
Once the action is set in motion, it is then necessary to move it in the desired direction and, after it reaches the intended state, stop the movement and return it to the status quo. The theory of phases of change expands on Lewin’s theory by emphasizing the role of the change agent rather than the sequence of actions. According to the theory, change starts from diagnosing the issue, assessing the capacity for change and motivation, and evaluating the resources necessary for the process. Next, change objects (e.g. objectives) are chosen, the roles of change agents are determined, and change maintenance is commenced.
Once the change is set in motion, the agent is gradually withdrawn from the process until sustainability is reached. The social cognitive theory identifies the self-efficacy of the individual as a core factor responsible for the change. Once the individual associates change with a positive experience, he or she starts actively seeking change, at which point the process becomes self0-sustained. Finally, the theory of reasoned action states that the success of change depends on the intentions of the person engaging in change. In turn, the said intentions are shaped by the positive perception and the predisposition of the social environment.
Conflict theories vary depending on their scope and areas of application. However, some common elements can be identified. Marx’s theory of conflict is often considered the starting point due to its flexibility. The theory views conflict as ideological coercion resulting from dissatisfaction with the order in a system. The theory has since been expanded by introducing the cultural factors that prevent change and, eventually, reframing conflict as a driving force behind the development of society. The potential for change (e.g., creativity) determines the magnitude of the expected change until a new consensus (e.g., status quo) is reached.
As becomes apparent from the descriptions above, the role of change agency in change has been recognized relatively recently. The current understanding of the position of leader contains all the components necessary for facilitating and maintaining change. For instance, clear vision often attributed to leaders ensures the emergence of motivation in participants of the process and is therefore beneficial for the process as framed by the social cognitive theory. The practice of leading by example, commonly associated with a leader’s role, is consistent with the role of facilitator and cheerleader present in the phases of change theory (Porter-O’grady & Malloch, 2016).
At the same time, coordination through communication, one of the most common approaches attributed to leaders, can be effectively used to maintain change as well as to ensure the possibility of eventual withdrawal. Finally, trust, which is often considered a necessary attribute of leadership, has the potential to shape both the individual’s motivation and, to some extent, the social environment (Shelton, 2012). Therefore, a leader is both suitable and desirable for the role of change agent.
Conflict Management and Leadership
As a nurse, I regularly encounter conflicts in the health care environment. While some of the encounters can be avoided, other demand effective resolution, which makes conflict handling skills a practical necessity. For instance, I sometimes deal with the situations where my co-workers try to avoid some of the routines based on the ambiguity of their responsibilities. Naturally, this places an additional workload on their peers and leads to conflict.
The most productive solution, in this case, would be to invite both parties to smooth things over on a personal level. While it will eliminate the conflict, such an approach would not enhance, and may potentially hinder, effective leadership, since it only provides a short-term solution. Instead, I would recommend initiating a bargaining process with higher authority of the hospital (e.g., nursing administration) and point to the ambiguity that leads to such a scenario in the first place.
By doing this, we would be able to eliminate the gap in understanding of responsibilities and prevent further reoccurrences of the same conflict. By extension, such a move would hopefully create a clearer vision of the organization’s goals and (in case of favorable outcome) strengthen the communication channels between the hospital’s departments. Since both of the said metrics are attributes of effective leadership, it can be said that in this scenario, my ability to handle conflict can enhance effective leadership in the organization.
Conclusion
As can be seen from the examples, conflict management does not necessarily enhance effective leadership. In some scenarios, it is limited to short-term solutions. However, when applied consistently and strategically, it can lead to long-term enhancements aligned with the leader’s perspective and beneficial for all stakeholders.
References
Cummings, T. G., & Worley, C. G. (2015). Organization development and change (10th ed.). Stamford, CT: Cengage Learning.
Porter-O’grady, T., & Malloch, K. (2016). Leadership in nursing practice (2nd ed.). Burlington, MA: Jones & Bartlett Publishers.
Shelton, E. J. (2012). Transformational leadership: Trust, motivation and engagement. Bloomington, IN: Trafford Publishing.