Business/Conflict

Business/Conflict
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Part 1: Chapter Reflection Paper
Chapter 1: The what and why of conflict competent leaders
The author writes in a logical manner thus making the book chapter to be easy to understand due to the smooth flow of the ideas that are being faced in the organization. There are a number of elements that I agree with that are contained in the chapter. First, it is a common human nature to be able to prevent or even avoid the unpleasant and painful experiences. No human has ever been fascinated with the thought of facing any harm or even pain in their lives (Runde & Flanagan, 2007). The people will always look for ways through which they can be able to reduce the unpleasant situations but maximize on the pleasant situations. Secondly, I am also in agreement with the fact that the occurrence of the conflict in an organization is a situation that cannot be avoided. In an organization, conflicts can result from a number of different diverse sources. The sources of conflicts that can be seen in an organization may include the communication problems, issues of culture, and issues of respect, the compensation and the remuneration levels in the organization as well as the other sources which may be very mundane. Since conflicts lead to the reduction in the levels of the performance in an organization, it is important to note that the managers who are found in the organizations must be able to arm themselves with the skills that will play an important role in the enhancement of the levels of understanding in the firm so that the conflicts can be effectively reduced (Runde & Flanagan, 2007). Thirdly, there is also a great level of agreement with the fact that conflicts can be the source of creative solutions and new ideas. Therefore, just as the authors note that the conflicts do not have to be negative, I agree that the conflicts can sometimes be the source of improvement of the performance of the organization. The positive impacts can only be realized if the conflicts are managed properly by the individuals.
There are a number of new ideas that have been acquired from the consideration of the book. Previously, I was not aware of the different roles that the leaders play in the conflict management in the organization. The roles that are undertaken by the leader in a conflict situation in the organization are numerous (Runde & Flanagan, 2007). Previously, I was under the illusion that the leaders are involved in the management of the conflict and they would not be engrossed in the conflict situations that are being faced. The leaders are faced with a complex situation in the conflict situations as they can act as conflict coaches, be involved in the conflict personally, as well as be involved in the conflicts with the stakeholders who are found in the organization. The other new ideas that have been acquired from the book are the 360-feedback for the behavior of individuals during conflicts.
There are gaps that are left after the completion of the reading of the chapter. The different ways through which the conflicts in an organization can be reduced are not covered in great detail during the chapter (Runde & Flanagan, 2007). I am highly optimistic that I will be able to find the issues discussed in the subsequent chapters of the book.
Chapter 2: Understanding conflict dynamics
The chapter builds on the logical flow of ideas that had been developed in the previous chapter. It is important to note that the ideas, for instance the definition of the conflict that had been provided in the previous chapter, are expanded on in this chapter (Runde & Flanagan, 2007). This style of writing ensures that the readers of the text are not lost in the ideas that are being explained. The author does not bombard the reader with completely new ideas at each stage of the book. The new ideas build on the related ideas that have already been communicated.
There are a number of ideas that are communicated in the chapter that I completely agree with. First, conflicts are always a result of the differences between the different people. The differences that can cause the conflict in an organization include the differences in the tactics of achievement of the objectives or even the objectives themselves, the emotional baggage. It is important to note that the differences have been the major cause of the conflicts, even in people’s lives, the differences that they have usually lead to the conflicts. Secondly, the role that value of the different individuals play in the formation of conflict in the organization is also a point of agreement. People who have different values usually have a lot of differences as they have very few points of agreements between themselves. It is important to note that, just as the author clearly identifies, the values are an important part of the different people. The reason for this is, the values that the people have play an important role in the creation of the emotions in the people. In many cases, the emotions are usually very strong, thus leading to a scenario where the different people who are found in the organization engage in open conflict due to the fear that they would be able to lose their identities in the event that they make any concessions. A person who is against gay marriages/ unions will not be able to tolerate any gay ideologies because their identities are at stake (Runde & Flanagan, 2007). I am also in agreement with the fact that ongoing relationships, i.e. the interdependence in the organization, are a major cause of conflict in the organizations as the people are always in constant communication etc.
There are a number of new ideas that have been learnt from the chapter of the book. The author of the book shows that the differences alone cannot be able to lead to a conflict situation. Previously, I was under the belief that all the differences that the people will have in the organization would lead to a conflict (Runde & Flanagan, 2007). The author notes that for the differences that the people have to create or cause conflict in the organization, there must be a perception of the parties that are involved that the results of any given actions would be contrary to their needs and interests. The chapter of the book has thus introduced a new dimension to the definition of conflict. The new definition takes care of the incompatibility of the feelings, principles, goals and even the interests of the people who are involved in the conflict.
Chapter 3: Self-Awareness, Self-Control
The chapter builds on the different ways through which the conflicts that are faced in the organization can be managed in the organizations. The model for the management of the conflicts in the organization is greatly explored in this chapter, especially the Assessment, Challenge and Support (ACS model) (Runde & Flanagan, 2007).
There are a number of elements that have been discussed in this chapter that I greatly agree with. Just as stated, in the chapter, the self-awareness of the individual who is involved in the management of the conflicts will help them to be able to understand themselves is when they can be able to understand the conflict situations that are taking place in the organization. The effectiveness of leadership of the people, who are in charge of the management of the conflicts in the organizations, will ensure that the leaders are able to understand themselves. There is also the agreement with the fact that the lessons that are learnt in the management of the conflicts must be confirmed and clarified. There is also the agreement with the fact that there are different preferences that the leaders usually have and those differences can lead to the conflicts that are faced in the organization (Runde & Flanagan, 2007). A case in point is the conflict situation between the introverts and the extroverts that may be found in the organization. It is important to note that the conflicts can result from lack of detail or the presence of detail thereof due to the preferences of the individuals. This is true due to the fact that there are some people who are keen on great levels of information while there are the others who can make do with very little specific information and great volumes of information that are general. The vice versa is also true for certain other individuals. There is also the agreement with the fact that the leadership or the leader of an organization who is competent in conflict management can view the differences in the preferences of the people as being a source of the strength of the organization. The checks and balances in the organizations are always provided by the people who have different preferences and new ideas can also result from the differences in the preferences that are held by the different people who are found in the organization (Runde & Flanagan, 2007). This is premised on the fact that the organizational leaders must be able to value the differences that exist between the people who are found in the firm. There is also the agreement with the fact that the conflicts can be caused by the cognitive style that is used in the problem solving. Just as the author explains, there are some people who would follow the rules that are laid down in the undertaking of the jobs while there is a group of people who would disregards the rules in their attempts to be able to find the most effective ways of undertaking the process of the solving of the problems.
There are also some new ideas that have been introduced by the chapter. First, the chapter draws the awareness of the reader towards the acceptance of the fact that the diversity in the organization, i.e. the existence of people who have different problem solving capabilities in the organization, would allow for greater levels of adaptability and flexibility in the organization. Secondly, there are also the elements that trigger the conflicts that are faced in the organization. There are an array of situations that can draw overreactions from the individuals thus leading to a situation where there are conflicts that are created, i.e. some of the triggers can include the micro-management, being self-centered, appreciation amongst many others (Runde & Flanagan, 2007). The careful understanding of the triggers for the different individuals is a new way of management of conflicts that has been shown in the chapter of the book.
Chapter 4: Preventing destructive responses to conflicts
The chapter builds on the previous chapter where the focus is on the different ways through which the organizations can be able to control the conflict situations that are being faced. The chapter however focuses mostly on the ways through which the destructive nature of the conflict responses can be reduced in the organizations (Runde & Flanagan, 2007). There are a number of ways through which conflicts can be worsened or perpetuated in an organization.
The paper brings out a number of agreeable points. First, the vast nature and the complex situations in the workplaces usually lead to the situation where the leaders’ ability to be able to effectively control or even examine the conflict situations in a careful manner is significantly reduced. This is true due to the fact that there is a requirement for an increased speed at which such decisions with regards to the conflict situations need to be made as well as the consideration of the fact that the performance is measured in short term, thus putting massive pressure on the leaders to be able to make such decisions within the shortest time possible. The polarization element in the conflicts is commonplace in many organizations as the focus is always on the ways through which the person (s) who is in the conflict situation can be able to recruit other people so that their point of view can be supported (Runde & Flanagan, 2007). Finally, in the different conflict situation which may be faced in the organizations; the people are always focused on the flight-or-fight. The above understanding can help the leaders who are competent in conflict management to be able to make preparation for all the conflict situations that may be faced in the organization.
There are a number of new ideas that have been learnt from the chapter. There are the levels of the conflicts. This characterization makes use of 5 main intensity situations of conflicts that may be faced in an organization. They include the levels of the differences; here is where the people see things that are happening through different lenses (Runde & Flanagan, 2007). Secondly, there is the level of the misunderstandings; where the understanding of two or more people differs from each other over the same issue. In organizations, misunderstandings can occur if people view the cause of the problem in a different manner. The above is just an example. There are other three levels. But what is important is that the intensity gets higher as the conflict situations that are faced also change.
The belief of the authors that the destructive responses that are usually experienced in the time of the conflicts usually result from the choices made by the individuals who are involved is one area where the reader is left with unanswered questions to ponder (Runde & Flanagan, 2007). Do the individuals who are involved in the conflicts have the complete control over the choices that they make? The assertion or the belief that the people in conflicts usually resort to behaviors and tactics that are geared towards causing conflicts, inflicting pain or even leading to the breakdown in the communication.
Chapter 5: Fostering constructive responses to conflict
The Chapter builds on the previous chapter and offers the insights with regards to how the conflict competent leaders can be able to build great levels of civility even under the conflicts that are being registered in the organization (Runde & Flanagan, 2007).
There are a number of important points that have been raised in the chapter that are greatly agreeable. First, there is the recognition of the important role that the respect between the different people would play in helping in the management of the conflicts that occur in the organization. The respect would ensure that the people treat each other with great care while also ensure that there was a great level of understanding between the people; the understanding should be ensured through the understanding of the perspectives that the people hold dear. Secondly, fairness is another method that that had been noted to play an important role in the reduction of the conflict between the people (Runde & Flanagan, 2007). When there is the view of fairness in the organization, the different people who are found in the organization will explore the ways through which they can be able to give good experience to all the people who are involved in the conflict that is being faced. Thirdly, it is also important to note that the leaders cannot be able to condone certain behaviors in the workplace where they are in charge. The leaders usually help in the preventing of the occurrence of the unfair behavior, i.e. preventing certain people from accessing the company resources which they are entitled to or even to access certain information that are important for the completion of the jobs that are being undertaken by the people.
There are a number of new ideas that have been acquired from the chapter. First, the conflict competent leader will be able to teach, coach and develop the other people who are in the organization so that they can also be conflict competent. The leaders usually carry out the role of the teaching of the people to be able to adopt the ways through which the work that is being undertaken in the organization can be completed (Runde & Flanagan, 2007). It is thus of great importance to note that the leaders usually have an important role to play in the organization. Also, the book chapter also introduces the fact that the effective conflict competent leaders also play an important role in the modeling of the behavior of the different people who are found in the organization. Rather than be involved in actions that are informed by how they feel, the leaders usually develop the different ways through which they can be able to reduce the incidences or the occurrences of the conflicts between the employees in the organization. The other new idea that has been learnt is with regards to the fact that the leader helps the people who are involved in the conflict to be able to see their own behavior through a ‘lens’ (Runde & Flanagan, 2007). Initially, I was of the thought that the conflicts could be resolved by making the parties to the conflict to see the actions of the others and not their own ideas. The chapter makes a provision that allows for the great understanding of the relationship between the people.
Chapter 6: Building conflict competent organizations
The chapter effectively builds on the other chapters that have been discussed previously. The chapter builds on chapter 1, especially with regards to the negative effects that are associated with conflicts that are not properly managed. However, this chapter also introduces some new dimensions of costs of poorly managed conflicts in the organizations. It is important to note that the elements such as the policies of the government as well as the different laws be taken into consideration as they can lead to some costs if the conflicts in the organizations are not properly managed (Runde & Flanagan, 2007).
There are a number of elements that are contained in the chapter that I greatly agree with. First, the relationship between the decision making in the organization and the management of the conflicts is one element that must be considered. It is important to note that when the conflicts in the firm are managed well, the different employees will be able to effectively contribute towards the performance of the duties that are found in the firm. The energies that would have been expended in the conflicts would be used in the making of the decisions that would lead to the required returns in the organization. Secondly, there is also the agreement with the fact that when conflicts are properly managed, the costs that are incurred by the firm will be contained. The presence of conflicts in the organization can lead to cost escalations as the people who are found in the organization will not be pulling to the same direction (Runde & Flanagan, 2007). In situations where there are conflicts, the resources that are found in the family cannot be used effectively, thus leading to significant problems in the organization. The performance of the organization will also improve due to the better relationships between the people as well as the good working climate that is created in the organization; especially when conflicts are not faced in the organization.
There are a number of new ideas that have been introduced in the paper. First, there are the integrated conflict management systems which play an important role in reducing the negative effects of the conflicts that are faced in the organization (Runde & Flanagan, 2007). This is achieved through the fact that mechanisms are provided in the firm to be used in the undertaking of the roles that are important in the firm for the management of the conflict situations that are faced. Secondly, the chapter also introduces a new idea in the form of the relationship between the strategy that the organization uses in dealing with the conflicts that they faced and the view of the leaders with regards to the conflicts.
The points that merit further research in the chapter include whether conflict truly represents the largest controllable cost for the organizations. It is my humble opinion that the costs of the conflict cannot be compared to the costs that are associated with the hiring of the human resources of the firm or even the view with regards to the issue of the efficiency in the undertaking of the different roles in the firm (Runde & Flanagan, 2007).
Part 2: Application
Introduction
The elements that are contained in the book by Runde & Flanagan (2007) will be applied to the conflict situation that was faced at Sikorsky Aircraft Corporation. Sikorsky Aircraft Corporation is an aircraft manufacturer founded by Igor Sikorsky in America in 1925. The company’s headquarters are located in Stratford, Connecticut. The company is a subsidiary of its parent firm, the United Technologies Corporation (UTC). Sikorsky has five subsidiaries: Impact Technologies, Lifeport, PZL Mielec, EnFlite, and Schweizer Aircraft. The company initially produced multi-winded planes and later expanded into amphibious aircrafts in the late 1920s. Sikorsky Aircraft is credited with several innovations in the aviation manufacturing industry, including the first fully controllable helicopter, the Sikorsky R-4. The company has a global workforce of approximately 18,000 people from many different backgrounds. The company’s mission is to “pioneer flight solutions that bring people home everywhere… every time” (Sikorsky, 2013). Sikorsky Aircraft is bound by the UTC code of ethics, which includes integrity, trust, and respect elements. The firm’s objectives include forming strategic alliances to meet the growing need for engineers, focus on the development of capacity to handle all types of development, and use different skills and excellence to create a global network of research and development.
Conflict situation at Sikorsky
Conflicts have several levels, such as intra-organizational, which occurs within the organization’s hierarchy (e.g., between subordinates and managers or work groups and departments), intragroup (between members of the group), and intergroup, which occurs between groups. Other types of conflict include interpersonal conflicts between two or more people and intra-personal conflicts within a particular individual. At Sikorsky Aircraft, in particular, there are two main levels of conflict. The intra-personal level occurs when the employees feel that they are exposed to unfair treatment. This also results in the perception that the person’s values are threatened (Friedman, 2000). The other level of conflict is interpersonal conflicts, especially in terms of employees’ orientation to time and work, the need to secure more resources to accomplish their tasks, and differences in their views with regard to what should be done (Nash, 1992).
Several negative impacts of conflict have been noted at Sikorsky. There are instances where poor decisions have been undertaken in the firm. The poor decisions have been due to the fact that the different employees of the firm have withheld the information that would have played a key role in the making of such decisions that are important for the firm. In some instances, the employees who are found in the organization have been involved in the distortion of the information; this significantly impacts the decision making in the firm in a very negative manner. Sikorsky Aircraft has also experienced cases of employee attrition as the people who have low conflict tolerance are usually driven out of the organization. Moreover, trust has been reduced among the various parties (Runde & Flanagan, 2007). These issues, coupled with the resulting stress, tension, and anxiety, have significantly affected employees’ productivity and consequently the firm’s performance. However, there are some positive impacts of conflicts at Sikorsky, for instance the creation of the new ideas and the innovative business ideas that have led to the current development in the operations of the firm. Just as Runde & Flanagan (2007) note, not all conflicts that are faced in the organization are negative. The leaders at Sikorsky have focused on the different ways through which they can be able to encourage the proliferation of the differences between the employees as a means of ensuring that the organization can be able to be ahead of the competitors in the highly competitive aircraft manufacture business.
Effects of power in conflicts at Sikorsky
The people who are in the positions of power at Sikorsky have sometimes used the power be it the expert or positional power to be able to gain favorable positions in the conflicts that may arise in the organization. It is important to note that, the development of new products and services at Sikorsky has been constrained by the influence of power as well as the dynamics of the power in the organization. The managers usually focus on the ways through which they can be able to force their ideas onto the employees who are found in the organization. This can explain the lack of support for the different products and services that are offered by the firm; especially by the employees as they were – in most cases – not involved in the determination of the services and the products that are to be offered in the market (Runde & Flanagan, 2007). Secondly, the non-consideration of the views of the employees, due to the power dynamics in the organization, would lead to significant resistance, alienation and resentment from the people who do not have the power or those who are negatively affected by the influence of the power. The above has been one of the reasons why Sikorsky aircraft is sometimes faced with lower levels of morale amongst the employees as well as the reduction in the levels of the productivity of the firm.
Development of conflict competent leadership at Sikorsky
The focus of the development of leadership that is conflict competent would be to be able to reduce the unpleasant and or the painful experiences of the different employees of the firm. The leaders at Sikorsky will be aware of the fact that conflicts are bound to happen at the organization thus there is the increased need to be able to deal with it so that the negative influences can be reduced. The development is also based on the realization that the financial performance and the bottom line at Sikorsky are affected by the work environment of the different employees of the firm (Runde & Flanagan, 2007). The presence of conflict in the organization would have a negative effect on the organization, and thus the leaders at Sikorsky are focused on the ways through which they can be conflict competent.
There are a number of actions that must be undertaken by the leaders at Sikorsky. First, the leaders must focus on the ways through which they can be able to continuously learn from the experiences that they have had in the firm as well as explore new opportunities that may be present. The leaders at Sikorsky must be able to consider the elements that are associated with the conflicts that have taken place before as well as the errors that were made. If the errors are considered, the firm will be able to ensure that no such errors occur again in the organization. The experience of the leaders in dealing with the different types of conflicts will be used to be able to continue the leaders’ learning so that they can be able to deal with novel situations that may arise in the organization. Secondly, the leaders in the organization can also focus on the ways through which they can be able to support and accommodate the different views of the different people (Ramsbotham, Woodhouse & Miall, 2005). It is important to note that not all the time, the conflicts are negative. The leaders at Sikorsky Aircrafts must be able to accommodate the conflicts that may be productive in the long run, for instance the possibilities that were previously unseen in the organization, the innovative approaches as well as the creative ideas that may be generated by the different people. Such ideas may include new ways of reducing the jet engine weight, reduction of the carbon dioxide emissions etc. The leaders at Sikorsky must be open to breakthroughs that are unexpected as well as be open to new solutions that can be found.
The four skill sets that are required for the conflict competency must be developed by the leaders at Sikorsky. First, it will be important for the leaders at Sikorsky Aircrafts to be able to clearly understand their reactions to the conflicts that are being experienced. Secondly, there is also the need to be able to clearly understand the conflict dynamics, for instance the ‘flight’ or ‘fight’ or the retaliatory cycle; as these are some of the behaviors that are adopted by the people who are faced with conflicts in the different organizations (Shelley, 2005). Through the understanding of the cues and the clues in the reactions, voice and posture of the employees, the competent conflict leaders at Sikorsky will be able to clearly understand how to deal with the negative conflicts while also ensuring that the constructive conflicts that are faced in the organization can be encouraged. Also, there is the focus on the fostering of constructive responses. The leaders at Sikorsky must focus on the ways through which they will be able to effectively handle the conflict through keeping the conflicts focused on information and ideas rather than on people and personalities.
The leaders at Sikorsky must also focus on self-awareness. When the leaders at Sikorsky are aware of their preferences and personalities, they will be able to understand their behaviors. This will be of great importance as it will play a role in the enhancement of the understanding of the differences between the preferences that the people have as compared to those of the leaders. The self-awareness by the leaders at Sikorsky will ensure that the leaders understand the sources of the conflicts, how the conflicts can be caused as well as the consideration of the ways through which harmful effects of conflicts can be reduced while also ensuring that the conflicts are effectively dealt with (Cloke & Goldsmith, 2005). Also, there is the important role that is played by the understanding of the preferences of the different people, for instance whether they should be offered with great levels of information or not.
The other element that must be developed by the leaders at Sikorsky is the element of self-control. The focus of the leaders should extend beyond the understanding of the conflicts in terms of the behavior to the control over the behavior and the emotional responses. The leaders should focus on the ways of controlling their behavior so that they cannot draw conclusions about the motives of the actions that are undertaken by the different people who are found in the organization. The leaders at Sikorsky must ensure that they do not attach any presumptive motive to the actions that are undertaken by the individuals. The reason for this is, this view is always incorrect. The leaders at Sikorsky should not fall prey to the attribution bias; the motives of the leaders should not be gratified while those of the employees taken as being negative. The attachment of the right motive will ensure that there are positive emotions that act to counter any negative emotions that may be created in the minds of the people (Jones & Brinkert, 2008). The leaders at Sikorsky will cultivate the positive emotions in the firm through the use of compassion, reasons and the cultivation of empathy for the different individuals who are found in the firm.
The other element that is important is that the leaders at Sikorsky should not jump into conclusions with regards to the solutions to the conflicts that are being faced in the organization. It is important to note that the resolution that is arrived at can be of very low quality. What should take place is instead the focus on the careful exploration of the situation that is at hand, the hearing out of the employees as well as the different parties to the conflict so that a clear understanding can be arrived at in the organization (Deutsch, Coleman, & Marcus, 2006). The leaders at Sikorsky also need to focus on the enhancement of debate as well as significant levels of clarification and the consideration of the options that may be available to be used in the resolution of the conflict that is faced. The above calls for the calmness of the leaders as without the calmness under duress the leaders will be involved in the making of the decisions with a lot of rashness, thus they jump into conclusions prematurely. The other important element that must be adopted by the leaders at Sikorsky is the focus on civility and fairness at all times (Runde & Flanagan, 2007). The civility will ensure that there is respect between the people who are involved in the respect. Here, the conflict does not degenerate from the ideas and information that are important to the case to the personalities and the people. This will ensure that the conflict that is faced remains positive and constructive as opposed to the destructive conflicts that are sometimes faced in the environment. The leaders at Sikorsky will also play an important role in the modeling of the behavior of the different people who are found in the market.
Potential benefits of competent conflict leadership at Sikorsky
The competent conflict leadership is important as it helps in the reduction of the costs for instance the costs associated with the law suits as well as the increased levels of absenteeism will be greatly reduced as the only form of conflicts that would be supported in the firm is the positive conflicts. Secondly, it will lead to effective decision making as ideas and information informs all the actions that are being undertaken in the firm. The employees at Sikorsky will not be involved in the withholding of information in the firm (Runde & Flanagan, 2007). Moreover, the flow of new ideas will ensure that there are no lost opportunities that are faced in the firm. Also, the quality of the working relationships in the organization will be greatly enhanced. This is an important element that has to be considered in the organization. In addition to the above, little time will be wasted in dealing with conflicts that add no value to the bottom line of Sikorsky. It is important to note that open communication as well as reflective thinking will be encouraged in the organization.
The competent conflict leadership at Sikorsky will also ensure that clear signals for change in the organization are effectively communicated to the different people who are found in the organization (Runde & Flanagan, 2007). When there are conflicts with regards to the ideas, ways or even the methods that are used in the organization, it would be of great importance to be able to develop the changes that the different people in the organization yearn for (Jones & Brinkert, 2008). Sikorsky, being a firm full of innovators, will thus be able to understand the changes that are immediately required so that the firm can have marketing leadership in the industry where it operates.
Conclusion
The book by Runde & Flanagan has been applied to the conflict situation that is faced at Sikorsky Aircraft Corporation. Several negative impacts of conflict have been noted at Sikorsky. There are instances where poor decisions have been undertaken in the firm. In some instances, the employees who are found in the organization have been involved in the distortion of the information. Sikorsky Aircraft has also experienced cases of employee attrition as the people who have low conflict tolerance are usually driven out of the organization. The people who are in the positions of power at Sikorsky have sometimes used the power, be it the expert or positional power to be able to gain favorable positions in the conflicts that may arise in the organization. The focus of the development of leadership that is conflict competent would be to be able to reduce the unpleasant and or the painful experiences of the different employees of the firm. There are a number of actions that must be undertaken by the leaders at Sikorsky. First, the leaders must focus on the ways through which they can be able to continuously learn from the experiences. The leaders in the organization can also focus on the ways through which they can be able to support and accommodate the different views of the different people. The leaders at Sikorsky must also focus on self-awareness. The other element that must be developed by the leaders at Sikorsky is the element of self-control. The leaders at Sikorsky should not jump into conclusions. The other important element that must be adopted by the leaders at Sikorsky is the focus on civility and fairness at all times. The competent conflict leadership is important as it helps in the reduction of the costs, increased flow of new ideas and high quality of the working relationships.
References
Cloke, K. & Goldsmith, J. (2005). Resolving Conflicts at Work. Jossey-Bass.
Deutsch, M., Coleman, P. T., & Marcus, E. (Eds.) (2006). The Handbook of Conflict Resolution: Theory and Practice, 2nd Edition. San Francisco: Jossey-Bass
Friedman, T. (2000). The Lexus and the Olive Tree, Farrar, Straus, and Giroux.
Jones, T.S. & Brinkert, R. (2008) Conflict Coaching, New York: Sage
Nash, R.H. (1992). Worldviews in Conflict: Choosing Christianity in a World of Ideas. Zondervan
Ramsbotham, O., Woodhouse, T. & Miall, H. (2005). Contemporary Conflict Resolution. Polity.
Runde, C. E. & Flanagan, T. A. (2007). Becoming a Conflict Competent Leader. Jossey-Bass
Shelley, M. (2005).Well-Intentioned Dragons. Bethany House.
Sikorsky. (2013), About Sikorsky, Retrieved from http://www.sikorsky.com/About+Sikorsky/Mission+%26+Values

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