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Dysfunctional Conflict Resolution Case Study

811 Words4 Pages

Recently, our unit has been trying to recover from a dysfunctional conflict regarding new leadership, and the goals and expectations of the company. Sims (2002) lists four questions to gauge whether or not a conflict is functional or dysfunctional depending on how many questions are answered “yes.” Unfortunately, I was able to answer yes to all four questions regarding our recent conflict. The outgoing commander was attempting to influence support for his cause by approaching conflict from a hostile standpoint. To explain, to gain support from his boss, he ordered his soldiers to stop working on the programs that helped our next higher chain of command. His philosophy was to, “make the pain felt by his boss,” when he did not receive the …show more content…

Mostly, because soldiers from the other companies often covered down on the jobs and tasks our company did not complete. Hence, the conflict between individuals soon turned into an interorganizational conflict between the tenant units of the battalion. Therefore, the competition between the company commanders caused intergroup conflict in all four categories; competition for resources, task interdependence, jurisdictional ambiguity, and status struggles, (Luthans, 2010). Personally, I believe once conflict started to bleed over into the other companies, resolution finally became a priority of the battalion commander. In the beginning, my commander’s chain of command avoided conflict presumably for two reasons. The first being, company commanders have a finite time at the helm with only 12-18 months which is usually not enough time to cause too much damage. Secondly, the battalion commander did not have anyone else to place in command of our company. These factors can be contributed to the reason the battalion commander avoided stepping in earlier than he …show more content…

Not surprisingly, this was our battalion commander’s attempt to collaborate a solution that would work for everyone involved and try to keep the conflict and issues internal. However, for some reason, our company commander did not appreciate the collaboration which forced his boss to use a more direct style of conflict management. Unfortunately, many believe this direct style came to play too late, and the intrapersonal and interpersonal conflicts of our company commander did not allow for any conflict management style to resolve the problems and issues plaguing the

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