Change and Conflict Theories and Change Agent Essay

What does it take to for an organization to die successful? Research suggests that an tackive institution is wizard that is infused with competent, motivate employees who go through been molded to succeed. However, this process takes effort from both sound management and motivated employees. If either is non fully committed, then blend inure is sure to follow. On the another(prenominal) hand, if done properly, any organization impart become enriched with employees who will constantly strive for perfection. The bottom line is that a well-mentored and motivated employee assists formulate a successful organization. Before any organization after part ground depart, the management team mustiness identify and understand the concept of transplant possible action. In other words, he or she should engage a absolved picture of those internal and external forces that create successful steads and those circumstances that foil progress. Three basic pillow slips of organizati onal dislodge theories come to mind they argon surroundingsal depart, teleological intensify and life cycle change. The lecture notes break environmental change, that which involves situations and the environment around an individual or group. Environmental change is unplanned and a precede of changes in the environment (S tabuh University, 2013). An example is Florence nightingales Environmental Theory Defined nursing The act of utilizing the environment of the unhurried to assist him in his rec everywherey (Journal of the Ameri fag end Psychiatric encourages Association, 2010).This theory focuses on changing and influencing the environment in order to put the persevering in the best possible conditions such as, having access to fresh air, sm either water, cleanliness and sanitation. Nightingale considered a clean, well-ventilated, quiet environment essential for recovery (breast feeding Theorists, n.d.). teleological change theory is a repetitive sequence of implementat ion, evaluation and modification of an end state based on what was intend ( new wave de Ven & Sun, 2011). Teleological change or planned change is purposeful social construction among individuals inside the organization undergoing change and individuals do not recognize the pick up for change (Van de Ven & Sun, 2011). Changes occur because management sees the invite for change only when may fail from lack of plans. This arsehole be improved by teambuilding and training (Van de Ven & Sun, 2011). another(prenominal) change theory is life cycle theory which describes the process of change as progressing through different stages and activities over time (Van de Ven & Sun, 2011). In nigh organizations, life cycle changes ar based onroutines learned in the past for managing repeated changes in efficient and in effect(p) ways and how individuals are able to adapt (Van de Ven & Kangyong Sun, 2011).Organizations go through different life cycles equivalent to those of people. For exa mple, people go through infancy, child-hood and early-teenage phases, which are characterized by rapid appendage over a short period of time. Comparably, organizations go through start-up, growth, maturity, decline, renewing and death. A leader should take time to explain the change, how it will benefit the organization and how it will help to achieve the organizations vision. The effect of change on the lag must be thought out and a plan must be implemented to avoid expectational consequences. Most cruci eithery, leaders should constantly communicate every detail as simply, clearly and extensively as possible.Conflict TheoriesConflict theory focuses on the negative aspects of society. Contemporary theory say differences are expected mingled with human beings, beneficial and are the result of change (Conflict management, n.d.). Social interlocking pertains to each individual advancing their own interest, contraveneing with the interests of others. Social involution theory uses ones own desires. Conflict evolves from two individuals lacking(p) the same(p) thing or wanting two different things. doubting Thomas (1976), put action into two categories cooperative and assertiveness (South University, 2013). The ones who end up controlling the majority of these resources exert their power over others with the use of disagreement causing social mesh over the struggle of power. This way of cerebration is derived from Karl Marx who saw society as being split into different groups all competing for the same social and economic resources. Social remainder theory is tangled by inequality and remainder that cause social change. Organizational contradict is a dispute caused by apparent conflict of needs, values and interests amongst people imprinting in concert. Organizational conflict theory enhances productivity, decision-making, cooperation, communication and employees who tend together (Organizational conflict, 2013).Organization conflict in the wo rkplace occurs from individual(prenominal)ity differences and personal difficultys such as child contend issues or family issues. Organizational factors that cause conflict are leadership and management styles, budget constraints and disagreements among staff members (Organizational conflict, 2013). Organizational conflicts canalso occur when two or more departments within the same organization compete for the same limited resources, such as budget, equipment and the need for additional staff. Organizational conflict can be negative to staff and the faculty. This constant competition can create stress and result in poor outcome for patients. This implies as an individual develops, they need to be stipulation more responsibility and the opportunity to develop their potential (Organizational conflict, 2013). Another type of conflict is interpersonal conflict. This occurs when two nurses disagree on an issue. Interpersonal conflict can be noticeable when a person verbally attacks so meone. Thus, the result can be damaging to the medical facility if patients witness the conflict (Dodge, 2009). Intrapersonal conflict may occur for a nurse who feels overwhelmed as she struggles to vestibular sense her job requirements with her personal life and beliefs (Dodge, 2009).Conflict resolutionWith the change in health care, conflict is certain to happen. Managing and addressing conflict and facilitating a healthy work environment is essential (South University, 2013). According to Follet and Deutsch, conflict could be constructive and not viewed as a weakness. Follet studied the in force(p)ness of handling interpersonal conflict in an organization with domination, via media and integration (South University, 2013). In 1976, Thomas devised an effective way to handle conflict by accommodating, avoiding, collaborating with members of management and encouraging compromise (South University, 2013). Accommodating is the willingness to meet the needs of others at the expense of ones own needs in essence, keeping the peace is more important than winning a small battle. Avoiding conflict is trying to evade the conflict completely. This is a weak and ineffective approach. Collaborating is trying to meet the needs of all people involved. This style is important in order to bring together different viewpoints to make a decision or to agree on a solution. Competing is when one takes a firm stand on what he believes is true. This style is used as a position of power and expertise then used in situations that need an immediate answer. Compromising is when one tries to find a solution that satisfies everyone. This style is effective when the cost of conflict is higher then the cost of losing (Manktelow & Carlson, n.d.).Change performerThe Change Agent is a person who brings a positive change to the health care environment. Nurses play the role of change constituent by bringing value (Nursing, 2011). An effective nurse leader, as a change agent, severs confl ict by incorporating communication with conflict resolution to get what they need accomplished on a day-to-day basis. Nurses dislike conflict and like to avoid it at all cost. Nurses take a passive approach to conflict management, solace the situation and not addressing it directly. Nurses do not confront the behavior for revere that it will only make matters worse (Blake & Young, 2013). The Change agent must identify the problem, the importance of the problem, address the people involved, and have the confidence to resolve it. Change agents need to implement plans to achieve and change goals (Grossman &Valigra, 2008). They must be proactive in order to address the issue or problem before it becomes a major conflict. An example of a conflict is a family members request for a second opinion regarding the patient care. The nurse leader should have a nurse intervene and go to the family in order to help relieve their anxiety. She should be an active auditor and remain calm. Nothing sets people off more than when they feel they are being ignored or patronized. It is easy to become emotional but it is not worth getting into a volatile discussion that ends in confrontation.Finally, she should seek a solution and work to come up with a solution or a compromise good for both parties. Nurse leaders use conflict resolution with collaboration. Both parties of the conflict confront the problem. The nurse leader takes equal concern for both sides by listen and communicating with the parties. Then both parties can collaborate and identify what they can agree on and evaluate the differences for a solution (South University, 2013). A situation that comes to my mind deals with a supervisor and a subordinate. During this interpersonal conflict, I witnessed on many occasions two strong-willed personalities clash that often ended in verbal altercations. In these situations, the subordinate is a highly egocentric female who cares little about those within hearing distance. O n the other hand, our supervisor is very laid back and genuinely well- liked by most people. However, when the two came together, they clashed over the speed in which my co-worker unblemished her tasks. Although, she was very thorough with her work, it often meant thatshe could not handle the same preventative as the others in the office. Therefore, as co-workers, we had to pick up the slack. This person did not deal well with how the conflict was resolved which often ended up with counsel for insubordination.The tension between the two grew more intense over a period of three to four years. This conflict ended when our supervisor resigned. Nurses in health care today use avoidance as a style for managing conflict which is usually counterproductive. This leads to stress and further conflict. Nurses who repeatedly avoid conflict hold onto the feelings of irritation, frustration or anger with themselves. scheme does not solve the problem or prevent the conflict. Competition can res ult from one individual or group gaining up on another. Attempts to solve conflict with power and control will result in unstable situations and negative communication. Lastly, competitive individuals fail to identify the concerns and needs of others (Handling conflict, n.d.). oddmentIn conclusion, for an organization to be successful, the management team and leaders must identify and understand the concept of change theory. Nurse leaders need to be aware of conflict that can occur with change in the health care environment. Nurses have difficulty with change because it can be related to interpersonal conflict, social conflict or organizational conflict. An effective leader is a change agent by being proactive, be an effective listener and have great communication. A change agent must identify the problem, the importance of the problem, know the people involved and have the confidence to resolve it. Nurses in health care today retard the resolution of conflict by avoiding the confl ict. The nurse leader can help by steering the conflict to a positive outcome.ReferencesDodge, A. (2009, November 10). Types of Conflicts in Nursing eHow. EHow. 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