In managing this conflict, the first thing to do is spot the Vice Presidents who are up to the idea of acquisition and those who do not support it. I agree with Caputo et al. (2018) that some methods of conflict resolving these conflicts include reorganizing groups to reduce opportunities for friction, reshuffling team members, forging a shared enemy, and voting on solutions by a simple majority. Strategically, I will deal with the conflict by giving in to others’ demands to ignoring them altogether. I understand that every Vice President of the company has a defining personality trait or mode of behavior. However, if there is no preexisting tension between characters due to their differing worldviews, it may be appropriate for me to introduce some. Since I am the CEO and a big shareholder, I intend to make some structural adjustments to the business. Since the structure is the root of the problem, altering it can be the key to ending the conflict between the Vice Presidents.
Changing the team’s structure to remove the personalities at odds could be my most straightforward approach if the disagreement is among the Vice Presidents. When a limited number of people are responsible for the conflict because of their contrasting acquisition, it may be necessary to replace some of those people. Suppose that’s not an option since I need everyone on the team’s particular abilities, and there are no viable replacements. In that case, I will think about rearranging the company’s structure. According to Iyiola & Rjoub (2020), conflict levels are proven to rise when known opponents are placed directly across from each other in a room. However, disagreements are less likely to escalate when seated next to one another.
Conflict Between Two Managers
The first thing that I will do is exercise mediation between the two managers. As an administrator, I will mediate between the two managers preaching peace and calmness during tough conversations. In addition, I will share the perspectives, and identify the issues and interests of every manager, while providing a durable and accountable solution. I agree with Naz (2020) that as a mediator of the two conflicting managers, I will seek consent from each party for a meeting to work with their differences on how the funds shall be used. I will encourage the managers to speak the truth and be factual about why they need the funds while exercising high respect for each other.
Secondly, there is a need to get to the root of the conflict between the two managers. Since the root of the problem is a belief by both managers in the facility that an operation needs funds, I will engage the two parties in a negotiation based on their interests. I will determine why each party needs the most funds in this case. I will strongly prohibit each manager’s stand based on the funds’ needs. Instead, I will ask them about the good things that will happen if their requests are granted.
Finally, I will find common ground by encouraging the managers to be on a common page about their demand for funds since they have roles to play. As an administrator, I will encourage the two conflicting managers to have respect mutually or mutually set a goal towards using the funds while setting priorities. Since the two managers have a common goal of funds, I will point out to them that working as a team is much stronger, and they will get the required funds.
References
Caputo, A., Marzi, G., Pellegrini, M. M., & Rialti, R. (2018). Conflict management in family businesses: A bibliometric analysis and systematic literature review. International Journal of Conflict Management, 29(4), 519-542. Web.
Iyiola, K., & Rjoub, H. (2020). Using conflict management in improving owners and contractor’s relationship quality in the construction industry: the mediation role of trust. SAGE Open, 10(1), 2158244019898834. Web.
Naz, G. A. A. (2020). A grounded theory on conflict management in long-distance relationships: A sociotechnical perspective. International Journal of Sociotechnology and Knowledge Development (IJSKD), 12(3), 41-59. Web.