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Conflict Handling Style


             Conflict handling is the process whereby disputes are resolved. Conflict handling style involves applying different methods depending on the scenario of the conflict. When conflict is managed well at any level, especially within an organization, the organization can reduce interpersonal issues, enabling the organization to grow. Conflict can also arise when employees are challenging each other in the workplace, and the management can only handle this conflict. When conflict is dealt with correctly, it can increase organization learning through the issues raised during the process. Some of the ways that individuals, teams, or organizations use to handle conflict involve using collaborative style, competing for style, avoiding style, accommodating style, or comprising style. This research paper seeks to discuss conflict-handling style at the individual, team, and organizational capacity.

Concept of conflict theory

            Karl Marx brought about conflict theory. This theory shows that society is in continuous conflict because of conflict arising from limited resource competition. This theory suggests that those in leadership position tends to retain power under all means possible by oppressing those without power and hence this leads to conflict by individuals, group or within the whole organization.

Conflict handling at a personal level

            Personal conflict occurs when an individual is involved in some goal conflict. This conflict commonly arises when an individual behavior impacts the results, which may result in either positive or negative outcomes. According to Raines (2019), personal conflict may occur when an individual chooses between two or more alternatives. At this level, the best way to handle conflicts is to learn how to work through them. Additionally, an individual can how the conflict interferes with the personal values and what is required at your workplace.

Conflict handling at the team level

      Conflict at the team level occurs when two or more individuals have issues affecting them within the team. The conflict may arise due to competing ideas among the team members. The team members may have conflict when failing to come to a consensus about various opinions. At this level managing the conflict allows the team members to work together to resolve a resolution. Members can enhance their relationship and come up with good ideas or solutions to problems facing them. Furthermore, the team members can identify what the conflict is all about, analyze the situation which leads to conflict, and analyze how each party reacted to the problem. These steps can help each team resolve the dispute and come up with a lasting solution.

Conflict handling at the organizational level

            At the organization level handling, conflict among the employees or various departments can increase organizational productivity. Managers can use organizational conflict to build a good relationship between teams or departments within the organization. According to Grubaugh and Flynn (2018), the organization can have an open forum to discuss the issues at hand or encourage each department to convene its meeting or move team members to various groups to learn different handling skills.

Concept of change theory

             Change is a crucial component more so especially healthcare sector. Leading change in any organization becomes a challenge due to the complexity of many challenges. Leaders in the healthcare system as an agent of change must ensure the day to day running operation in the area they represent. As an agent of change, healthcare leaders need to adopt new ways of performing their duties. Furthermore, leaders need to change the workplace that it may better the services in the healthcare system. Leaders as agents of change in healthcare need to possess those skills that will help influence human behaviors. Good change leadership requires leaders to have the knowledge, technique, process, and tools needed to give the best results. Change theories need leaders to forego the previous experience and replace it with new knowledge. This theory lies in the notion that if leaders can identify and develop the potency of forces, it is easy to know the force that dropped to bring the change (Rowman et al., 2020.

Leaders as an agent of change

            Since society is changing leaders, naturally become the agents of change. A good leader who wants positive results must understand that the need to create a change-friendly environment requires a lot of energy, both emotional and physical. Change leaders make their plans easy to implement. Additionally, leaders who want to see positive change need to be more of creating a promising future than returning to previous doings. Furthermore, as a right change agent, a leader needs to be flexible; this means being open to any change that may arise and being creative. Also, a good leader as an agent of change needs to diversify his/her knowledge; this means that they should avoid confining their thinking to their industry only. Moreover, change leaders need to be result-focused and tie specific priorities to specific business goals.


            In conclusion, conflict may be experienced in the various organization whereby two or more parties may have varying opinions. Although the presence of conflict is not a significant problem, the main problem is ignoring the conflict. The situation that fuels conflict led to alternative changes in the organization when it managed appropriately. A new form of balance occurs following a crisis. Conflict can be handled differently depending on the cause and the type of the conflict. There are always multiple ways of handling the conflict, and therefore, managers and other leaders need to choose the method that is appropriate in order to achieve a win-win result. Additionally, managers as a change agent need to make sure that the policies they make are ones that align with current trends in organizational management.


Grubaugh, M. L., & Flynn, L. (2018). Relationships among nurse manager leadership skills, conflict management, and unit teamwork. JONA: The Journal of Nursing Administration, 48(7/8), 383-388.

Raines, S. S. (2019). Conflict management for managers: Resolving workplace, client, and policy disputes.

 Rowman & Littlefield. Scott, T. I. M., Mannion, R., Davies, H. T., & Marshall, M. N. (2003). Implementing culture change in health care: theory and practice. International journal for quality in health care, 15(2), 111-118.