8.2 The analysis of the change resistance questionnaire results

 

Do you agree or disagree with these results? 

The first part of the questionnaire is routine seeking. It is routine incorporation in the life of someone (Theorizeit, n.d.). It is a component of behavior giving change resistance as a result of having tendency to accept routines (Oreg, 2003), (sjdm, n.d.). The results of the questionnaire gives me the score of 14. Of the available five questions in the routing seeking part, on average, my result is 14 / 5 = 2.8 which is near to 3. In the scale, the rules of agreement are based on the following criteria:

1.     Strongly disagree

2.     Disagree

3.     Inclined to disagree

4.     Inclined to agree

5.     Agree

6.     Strongly disagree           

Based on my quantitative analysis, the questionnaire result gives answer 3 meaning that I inclined to disagree with routing seeking which also means that it says I inclined to disagree on the fact that a tendency to accept routine resists someone to change. In reality, I actually strongly agree with the good routine activities and strongly disagree to change it. If there are other good routines, I agree to change. Therefore, I partially agree and disagree with the result of the questionnaire.

            The second part of the questionnaire is emotional reaction. It is a component of affection giving change resistance as a result of induced amount of uncomfortable and stressful feelings (Oreg, 2003), (sjdm, n.d.). Of the available four questions in the emotional reaction part, on average, my result is 20/4 which is exactly equal to 5. Based on this quantitative analysis and the above criteria, the questionnaire result gives answer 5 meaning that I agree with emotional reaction or agree with affective component giving change resistance as a result of induced uncomfortable and stressful feelings. In reality, everyone including me strongly agree stressful and uncomfortable things can resist everyone to change. This means I little bit disagree with the questionnaire results but tend to agree with the result in general.

        The third part of the questionnaire is the short term focus. It is a component of affection giving change resistance as a result of short time inconveniences distracting individuals (Oreg, 2003), (sjdm, n.d.). Of the available four questions in the short term focus part, on average, my result is 10/4 = 2.25 which is relatively near to 2. Based on this quantitative analysis and the above criteria, the questionnaire result gives answer 2 meaning I disagree with the issue that short inconvenience distracting individuals resist everyone to change. In reality, I also strongly disagree with the short term focus. This means I agree with the result of the questionnaire.

            The last part of the questionnaire is cognitive rigidity. It is a component of cognition giving change resistance based on how less frequently and how uneasily people change their minds (Oreg, 2003), (sjdm, n.d.). Of the available four questions in the short term focus part, on average, my result is 19/4 = 4.75 which is relatively near to 5. Based on this quantitative analysis and the above criteria, the questionnaire result gives answer 5 meaning I agree with the issue that changing minds is not easy and is not frequently done if there is lack of evidence. In reality, I strongly agree with the fact that some changes which need to be done require strong enough arguments and evidence. Therefore, I have a tendency to agree with the questionnaire result.             

 

What areas seem accurate, which do not?

Based on the analysis of accuracy the agreement and disagreement paragraphs, the routine seeking result is partially accurate since I am partially agree and partially disagree with the result, the emotional reaction result tends to be accurate since I have tendency to agree with the result, the short term focus is mostly accurate since I agree with the result, and the cognitive rigidity tends to be accurate since I have a tendency to agree with the questionnaire result.          

 

Give an example of a change situation in which you were recently involved. Did you resist? Why or why not? What was the ultimate outcome?  

The most currently difficult situation of mine is the possibility for me to get a visa to continue my PhD in the Geophysics – the College of petroleum and geoscience (CPG) at KFUPM. I don’t want to stop my hope to get this visa. This means I resist the change from having a hope to becoming hopeless because of this covid 19 outbreak and my own health condition. I do resist stopping my hope because of the fact that my status has been changed from conditional to be regular one since I already fulfilled all requirements. In relation to the theories of the questionnaire, routine activities of learning and teaching in PhD studies will totally un-resist me to change my hope. In fact, I become more comfort with this routine activities since I love studying and teaching.  My emotional reaction concerning uncomfortable and stressful life of a graduate student in taking courses which have a lot of assignments and exams will not resist my hope since the assignments and exams are really good to improve my skills and knowledge. In addition, the short term focus as a result of a short inconvenience of this covid outbreak hopefully will not stay for a long time due to the willingness of Saudi government to win the struggle with this global problem. The last analytical theory of the cognitive rigidity is related to the existence of newly developed and established vaccines as a good evidence to resist stopping my hope on getting the visa. Ultimately, I hope that resisting to stop getting the visa will return me back to the KFUPM campus soon after I left it in 2018 and I can get a chance to study in the PhD program to improve my skills, knowledge, and incomes to bring my mother for hajj, to get married and having a happy family and sons, to rebuild my mother store and my future house, to buy a good and beneficial transportation media, to help poor people, to give scholarships, to be a good and helpful leader and bureaucrat in the future, and finally to get good life in the hereafter.        

 

References

Theorizeit. (n.d.). Variable Details: Routine seeking. Retrieved January 07, 2021, from https://inn.theorizeit.org/Details/Variable/4418

Oreg, S. (2003). Resistance to change: Developing an individual differences measure. Journal of Applied Psychology, 88(4), 680-693. doi: 10.1037/0021-9010.88.4.680

Sjdm. (n.d.). Resistance to Change (RTC). Retrieved January 07, 2021, from http://www.sjdm.org/dmidi/Resistance_to_Change.html

 

8.1 Effective change management

UNIT 8: Organizational Culture and Change

The culture of an organization contributes to different ways of leading change because the culture helps focusing on the humanity perspective of everything. Current culture can be departed to start working with the good things of it and what is needed to be changed can be. Working in line with the culture is better than ignoring it or making implication that today’s culture is wrong at all while launching the program of predesign change management (Bremer, 2020).

The effective change management gives environment of measurable, consistent, and structured change is a key component for the success of daily business of an organization and to be used across it (Cartegra, 2016).

My educational organization is currently changing the conventional and traditional online education communication using Whatsapp to be a good e-learning platform using Youtube and Blogspot or Wordpress prior to the use of privately owned and built website with own codification and databases in the future. Covid outbreak has a good impact on doing online and working from home to revolutionize education based on technology. In a non-profit educational organization, our reaction is totally confused with how to get and build a good and professional e-learning platform for non-profit educational purposes. We are really reacted with a very high spirit in this changing and evolving culture. As a leader of change and philanthropist of low economic students who want to pursue their dreams to continue studies in university, I have to build good networking and need to have a strong foundation who can collaborate and raise funds to start the educational activities soon for free and to hopefully get the next income for all people in our community by getting more funded advertising in our videos, writing, and published book platform in the future.

References 
Bremer, M. (2020, April 10). How can Organizational Culture make a difference in Leading Change? Retrieved January 05, 2021, from https://www.leadershipandchangemagazine.com/organizational-culture-leading-change/
Carrtegra. (2016, October 18). Effective Change Management - Change Definition - Houston, The Woodlands, Sugar Land. Retrieved January 06, 2021, from http://www.carrtegra.com/2015/11/effective-change-management-change-definition/

7. 2 Improving Ethical Behavior to Prevent Corruption as Leadership Power Abuse

Author : H. Lutfi Mulyadi, M.Sc 

Source :     

https://www.cbn.co.za/news/services/tyco-international-tyc-to-sell-south-african-security-business-in-us-140m-deal/

National television broadcasted criminal news on September 12, 2002 with the case of Mark H. Swartz (The former chief financial officer (CFO)) and L. Dennis Kozlowski (The former Chief executive officer (CEO)) who misappropriated more than $170 from the Tyco International. They got accusation of stealing more than $430 million through criminal deception of the Tyco stock sales and the hide of the real information to the shareholder. More than thirty numbers of crimes charged to both of them are the corruption of enterprise, grand robbery, and business record falsification. Mark A. Belnick, the company’s general counsel, easily concealed personal loan of $14 million. This scandal is one of the worst early 2000s criminal cases because of the fact that long after the initial arrest, the case is still being filed with serious lawsuit and charges (Boostrom at all, 2011).

This case is a real corruption as a result of leadership power abuse and unethical behavior of the company’s stakeholder.  The historical reason for this corruption case started from the rise of Kozlowki’s power. As time goes on making him the highest paid CEO in the second place, the company's economically disastrous condition was imminent. His power abuse are based on the fact that corporate structure decentralization even makes the boards of directors difficult to monitor the finance and dealings of the company in more effective ways. Moreover, Kozlowki’s unethical behavior was clearly indicated by his business aggression, luxurious way and style of life, violent confrontation with the more previously prudential CEO, and his policy to kick out critical employees who do not agree with the company’s activities.       

Thinking about the above ethical violation in the Tyco international company, Leaders are to held at a very high moral standard because of the importance and benefits for them and the people around them. Those benefits are Non-negative habits for making good feeling of the people in such a way that they feel under direction of a non-corrupt leader inspiring their performance to the highest level of standard, very good image and charisma for being a leading figure whose words and daily activities are used as a role model, preventing scandals by prevention of criminal and unmoral finance and dealings which damage the image of the organization and switch the costumer to other competitors in business cases, making loyal both the costumers and the employees to the company, and improving good emotion and feeling of all people due to the fact that highly ethical leaders are antitoxins for healthy personal and organizational relation (Kuligowski, 2020).                

In the case of any ethical violation, we are to put the changes to address the best ethical conduct resolving the ethical issues. For accounting corruption case, the steps to resolve are setting strongly standardized and legitimate laws and policies of anti-corruption with governmental standard, encouraging internal report within the board of directors and shareholder, external report to all customers, getting external monitoring from related governmental institution and independent corruption watch (ICW) organization, and transparent in all kinds of activities (Hatter, 2017). In the case of non - transparent works of the Tyco stakeholders, to rebuild the trust of all investors, the highest authority replaced the criminal stakeholders and 90 % of the previous staffs in the headquarters. Tyco International also wrote special guide and the best ethical conduct having the length of 32 pages available in very diverse languages for all employees with different countries and cultures (Boostrom at all, 2011).       

References

Boostrom, R., Fraedrich, J., Ferrell, O., & Ferrel, L. (2011). Tyco International : Leadership Crisis. Retrieved December 31, 2020, from https://danielsethics.mgt.unm.edu/pdf/Tyco%20Case.pdf

Kuligowski, K. (2020, October 13). 7 Things You Should Do to Be an Ethical Leader. Retrieved December 31, 2020, from https://www.businessnewsdaily.com/5537-how-to-be-ethical-leader.html

Hatter, K. (2017, November 21). How to Prevent Accounting Corruption. Retrieved December 31, 2020, from https://smallbusiness.chron.com/prevent-accounting-corruption-38901.html

 

7.1 Leaderships

UNIT 7: Leadership, Power, and Ethical Behavior

Author : H. Lutfi Mulyadi, M.Sc

Traits are personal possession of attributes, including values, character, needs, motives, temperament, abilities and personality (Holsinger, n.d). Traits of leaderships important for the success of an organization are (positively and confidently) (empowering and inspiring) people, staying in control to manage better feelings of his own and the people, becoming a transformational leader on giving his people motivation to deliver the creation of a fascinating vision, leading as a role model with integrity and by self-implementing what he talks, and helping the people shine by doing assessment to carry out the training to improve their skills for a successful team (Mindtools, 2017).

Skills of leaderships are knowledge and competencies helping the leaders reach the objectives. Those are conceptual, human or interpersonal and technical skills. Leaders also must aware of cognitive styles dealing with personal perception, processing, interpretation, and use of information in leadership practice (Holsinger, n.d).

To represent the thinking styles, the following Herman’s whole brain thinking model might apply. 

Non effective leaders use only one quadrant of the thinking model, while the effective ones tend to collaboratively use the whole quadrant simultaneously in their practical leadership life. Last but not least, autocratic and democratic behavior have been used to describe the leadership behavioral studies (Holsinger,n.d). For the purpose of organizational success or achieved goals/objectives, effective leaders may choose which behavior suitable for application based on the situation.        

Based on the situation, leaderships can be considered as an art to choose which traits, skills, styles and behavior suitable for action. The study of (Leadership, 2016) also stated that it is the art of involving people to achieve the target. Target and people oriented are the character of a great leader. Different from the great one, good leaders only focus on their people or the target.       

            In my country, one of the most admired leaders is Prof. Dr. Ing. Bj. Habibie, the third Indonesian president who is also the first Indonesian aerospace professor to solve the crack propagation problem in an aero plane and to develop Aerodynamics, Thermodynamics and Construction respectively known as Habibie method, factor and theorem (Wikipedia 2020). His strongly attractive leadership role models are his trait of empowering and inspiring young Indonesian scientist and engineer to be a great leader, his interpersonal skill of building national and international networking, his technical skill of thinking everything with an engineer’s way of analyzing what is the problem and what is the solution such as modelling how to stabilize the bad economic situation by finding the solution of the bad IDR exchange rate with other currency using the damped oscillating spring model, his firstly established Indonesian conceptual skill of applying regional autonomy of power and spread resources with the regulation of the central government, his style of collaboratively using all cognitive styles as a country and wife (Ainun) ’s loyal problem solver and lover, and his democratic behavior (Wikipedia, 2020) as the first Indonesian president to liberalize and democratize political party laws and to democratically held the election 3 years before scheduled. Those events resulted in the end of his presidency. His less than a year presidency strongly influences democratic Indonesian life.  He really deserves to be the father of Indonesian Democracy as well as the father of Indonesian and the world aerospace technology.           

            In this global pandemic situation with development of healing technology, all country’s people in the world, including the one of Indonesia should be positive and have tried to be a leader rather than a boss. Compared to a boss (Group, n.d), a leader would prefer to learn rather than know everything, to listen rather than talk more, to find the best solutions rather than give answers, to encourage rather than criticize, to recognize gifts simultaneously rather than find everyone’s weakness, to express vulnerability rather than defend an ego, to focus on the social rather than the personal life, to be responsible rather than blame others, to inspire performance rather than require the results. By thinking as a positive leader rather than a boss, we hope everyone can contribute to the end of this outbreak.       

  

References

Holsinger, J. (n.d.). TRAITS, SKILLS, AND STYLES OF LEADERSHIP. Retrieved December 29, 2020, from http://account.ache.org/eweb/upload/HolsingerCarlton_Chapter%203-81ea7b48.pdf

Mindtools Videos. (2017, April 18). 5 traits of successful leaders [Video]. YouTube. 

Leadership, C. (2016, August 20). Great Leadership is an Art. Retrieved December 30, 2020, from https://www.calienteleadership.com/great-leadership-is-an-art/

Wikipedia, H. (2020, December 27). B. J. Habibie. Retrieved December 30, 2020, from https://en.wikipedia.org/wiki/B._J._Habibie

Group, V. (n.d.). Blog - The Difference Between a Boss and a Leader. Retrieved December 30, 2020, from https://www.volarisgroup.com/blog/article/the-difference-between-a-boss-and-a-leader

 

 

            

 

6.2 Myths and Realities of Teamwork

Figure :  Myths about teamwork

source : https://www.greenkeyllc.com/blog/three-myths-about-teamwork/ 

The first myth of teams said that teams are in harmony progressing group of people compromising all of their needs for team purposes. In reality, professionally qualified teams are a group of people having different backgrounds and certain needs that must be met (Wright, n.d.). Not harmonious team as a result of differently confronting ideas and background can convert to be real strength with good leaderships and guidance. Otherwise, conflicting issues will always show up.

The second myth of teams described that the team conflict is unhealthy. In psychological term, this unhealthy conflict is dysfunctional if the outcomes do not make the teams productive. Otherwise, the team conflicts are really healthy or functional. Therefore, rather than suppressed, functional conflicts should be rendered useful (Wright, n.d.).   

The third myth of teams stated that most people love teamwork. In reality, research showed that people have different opinion about the best way to work. One third of them prefer solo work, one third are unconcerned, and one third love the teamwork (Wright, n.d.). In my own observation and understanding of psychological extrovert and introvert people. The ones who mostly like the team work are the extrovert people. While the ones who mostly don’t like the team work are the introvert ones. In the Maslow theory of needs, getting involved in a teamwork is actually related to the needs they must satisfy. Even an introvert people, they will struggle and finally like to team work if their needs are fully satisfied in the team (Maslow, 1958).

The fourth myth of teams stated that the success of a business essentially depends on the team work. In reality, it’s the fact that simple organization can perform without a team having large group of people. However, complexity is one of the factors to thrive the team. (Wright, n.d.). If the team has a branch in every region so that a branch manager can handle the rules of the main team, then this team is complex enough to share the influence throughout the country and the good message or team purpose can be shared easily.            

  The fifth myth of teams stated that it’s easy to influence and manage people in a team. In reality, leaders having high level of awareness and advanced ideas on how to give motivation to the team are really required (Wright, n.d.). In my experience on leading a team for voting organizers consisting of mature enough and experienced persons, their own ideas on how to overcome a problem always confronts my own ideas not based on their experiences. As a new leader of the group, my manual hand book on the event protocol can’t work against their well proven experienced ideas. As a good leader, giving up on my interest throughout their ideas are a good way to solve this team conflict.

The last myth of teamwork stated that teamwork is really encouraged by all senior managers. In reality, most people in upper level of management are afraid of team movement and activities. The manager act to keep the power and prevent the tendency to lose the control and power. In a presidential team, this issue can show up if a president has two strong teams to balance his power. The president needs to keep good communication to both of them. He also needs to keep good harmony between the team. A good example is socialist and military teams under presidency of a country can keep the power of the president balanced for a longer time. If the socialists or militaries have higher influence, they can coup the government with the result that the president will no longer have power. The other possible conflicts that may happen is that the socialists having huge and massive people power confronting the militaries having weapon and fighting machines may provoke a revolution bleeding and costing lives which is very detrimental to all parties.

References

   Wrigth, D. (n.d.). Myths and realities of teamworks. Retrieved December 24, 2020, from                         http://www.consultwright.com/Chapter_1-Myths_and_Realities_of_Teamwork.pdf

   Maslow, A. H. (1958). A Dynamic Theory of Human Motivation. In C. L. Stacey & M.               DeMartino (Eds.), Understanding Human Motivation (p. 26–47), 26-47.                   doi:10.1037/11305-004

 

6.1 Group, Team, Ringelmann effects and teamwork

UNIT 6: The Art of Working with Teams

  Figure 1 : The Ringelmann effect in sport

   Source : https://qz.com/848267/the-ringelmann-effect-productivity-increases-                                                         when-youre-working-solo-rather-than-on-a-team/ 

A group is a collection of people who work together and make their own endeavor. In other words, a team is a group of individuals sharing the same purposes and challenging goals (Sisson, 2013).

The Ringelmann effect describes the group member productivity or one’s effort in a team is inversely proportional with the group size (anonymous, 2016).  In modern day team dynamics, this effect has a strong relation with the team productivity. One of team productivities is due to complexity of the process such as communication inside the group. Due to the fact that maintained links of communication created a great strain and the bigger the size of a team is, the more links between individual members become, the size of a team should be idealized.  A team which has an ideal size to maximize productivity is 4.6 or 5 in reality (Threlfall, 2016).        

            Highly effective team characteristics are same objectives, well organized and time respects, never avoiding problems, having a good captain, diverse members, and opened communication for all members (Anonimous, 2020).  Common objectives that want to be achieved by all team members will make all members have the same purpose and vision. This can easily integrate all persons into a good heart based organization since all people are in the same resonance. This similar group frequency of diverse members with a very good leader and opened communication can make the team well organized, respecting time and never avoiding problems.

Some of the barriers for the teamwork are trust lacking, stunted and conflicting progress, members neglecting duties, influence of bias on decisions, team skill lacking, too many people thinking and confronting ideas (Kchessler, n.d).  Trust is the most important aspect of daily personal and organizational life. Without it, we can’t work in a group and even in personal love life. Non-existing trust needs to be built and existing one needs to be maintained.  If all team members holds or reminds this trust principle, then removing the other barriers will be very easy. The project will be progressing by good communication and giving trust to finish everyone’s duties, helping the other ones after one finishes his/her duties, and no one will neglect his/her own duties. Good trust of employees to the manager will also reduce the perception that the manager always gives unclear directions. Indeed, the manager will always trust subordinate skills by improving the lacking ones. Therefore, the good leader can solve the confronting ideas and too many people think and even make them as a big team asset. 

 

References

Sisson, J. (2013). The difference between a group and a team. Retrieved December 23, 2020, from https://www.bizjournals.com/bizjournals/how-to/growth-strategies/2013/06/the-difference-between-a-group-and-a.html

Threlfall, D. (2016). What's the Ideal Team Size to Maximize Productivity?: TeamGantt. Retrieved December 23, 2020, from https://www.teamgantt.com/blog/what-is-the-ideal-team-size-to-maximize-productivity

Ringelmann Effect - IResearchNet. (2016). Retrieved December 23, 2020, from http://psychology.iresearchnet.com/social-psychology/group/ringelmann-effect/

Kchessler. (n.d.). Educational Planning. Retrieved December 23, 2020, from https://courses.lumenlearning.com/suny-esc-educationalplanning/chapter/dealing-with-difficult-team-members/

8 Characteristics of Highly Effective Teams. (2020, January 14). Retrieved December 24, 2020, from https://www.basharsoft.com/8-characteristics-of-highly-effective-teams/

 

      Author : H. Lutfi Mulyadi, M.Sc

5.2 Conflict resolution and outcomes

 Author : Lutfi Mulyadi

In the case of a very high work demand in taking a day off that week, rescheduling the Laura’s day off in other weeks is better to accommodate supervisor Tara and clients’ work demands interest (Robbins and Judge, n.d) to keep the their trust. This high work demands actually prove that Laura is a very skillfully trusted and professional member of the company. If she refuse or avoid the request, she will lose the trust and even lost the future assigned tasks or projects. Moreover, Tara as her supervisor accommodate Laura by promising her to get a flex time, leave and of course rewards from her and the clients after successfully handing the demands. This conflict is functional since Laura and Tara are accommodating each other and the company’s performance improve as the high work demands are satisfied.

In their recorded profiles and presentation, one expert has very intensive work experiences on the concerned project. The other one has a very brilliant, innovative, and advance ideas on how to execute the project successfully. Therefore, in the case of a company having two strongly aggressive and very talented teammates who wants to show their competencies in a project presentation, collaborating (Robbins and Judge, n.d) their skills are the best ways to work and improve the project execution which means that the conflict is actually functional.          

Two groups of different fun and enjoyable concepts in a company picnic involving employees and all of their families can be a very interesting ways of relaxing to reduce tiring day by day jobs in the office. In this case, one group focusing on the concept of group activities can collaborate (Robbins and Judge, n.d) with the other one focusing on the personal participation within all people joining the picnic. One group can improve the programs of enjoyable competitions between the two groups and the other one can analyze and become evaluator or grader on the best performing individuals in all categories such as the most favorite participant, the most active one, the funniest one, the most diligent one, etc. this way of collaboration can improve the cooperativeness of the people in the picnic which means the conflict is really functional.          

In a case of two conflicting girls due to their disagreement on a wrong issue of love with a boy shared by one of them to the people and a mediator witnesses their conflicting talks. The best way of conflict resolution is doing a good communication with compromising. The mediator should try to find what really happens between them. She should find the facts between the spreading issues. After the mediator gets the clear facts, she should make the conflicting girls give up on their interests (Robbins and Judge, n.d). The sinful girl should ask forgiveness the slandered one in such a way that both of them can resolve their conflicts. If this can really happens, their conflicts will become functional relationships afterwards.

In the case of a married and working couple having two sons and the sick baby sitter. The mother should avoid (Robbins and Judge, n.d) this conflict. She should be a good mother by keeping the sons in home since mother’s love is the most needed one in the house. She should not let the mother’s position is taken over by the baby sitter. Moreover, in a healthy family life, the only one worker in the family should be the father. Otherwise, many kinds of family conflicts may be a reason for divorce. If the conflict is avoided, they can get functional family relationships. Otherwise, the conflict will endanger their relation and really dysfunctional.        

References

Robbins, S., & Judge, T. (n.d.). Essentials of Organizational Behavior, 14/e. Retrieved December 11, 2020, from https://learning.oreilly.com/library/view/essentials-of organizational/9780134523859/xhtml/fileP70010122300000000000000000023EB.xhtml

 

5.1 Conflict Process, Handling styles and situational reflection

UNIT 5: Organizational Conflict

 The conflict process consists of five stages (Robbins and Judge, n.d) :

Figure 1: Conflict process description (Robbins and Judge, n.d) 

Stage 1 Incompatibility or Potential Opposition

The first conflict stage is the conditional appearance. The conditions can be sources or causes creating chances for arising conflict. One of the conditions is required if the conflict is to surface even the conditions don’t need to directly lead to the conflict. In general, the conditions can be grouped into three categories: structure, personal variables, and communication. (Robbins and Judge, n.d).

The structural variables are group/community size, clarity of jurisdiction, level of expertise in the assigned tasks to group members, compatibility of member-goal, award system, dependence level between communities and leadership style. The larger the group and the more specialized activities become, the greater the possibility of conflict will be. Conflict and ownership are inversely related. This means that the longer a person stays with an organization, the less likely it is to have conflict. Therefore, when there is high turnover and for newer group members in the organization. The potential for conflict is the greatest (Robbins and Judge, n.d).

Communication is one of conflict sources. In the channel of communication, opposing forces arise from semantic difficulties, misinterpretation, and "noise".  These three factors, together with lack of information and jargon, can be obstacles of doing conversation and antecedent conditions for a conflict. The conflict potential tend to be inversely proportional with communication quantity. Over or less communication increases the potential for conflict. (Robbins and Judge, n.d).

Personal variables include values, personality and emotions. Values and preferential differences can induce increased conflict level. In some cases, more conflict of tasks exist when the levels of desired achievements were not well agreed by group members, more conflict of relationships exist when the level of interpersonal closeness were not well agreed by group members, etc. People who have personality traits of high disapproval, neuroticism, or self-monitoring tend to clash with others more frequently and react badly when conflicts occur. Emotions can cause conflict even when they are not directed at other people. For example, an angry employee who shows up for work because of a busy morning might bring that anger into the workday, which can result in a tense meeting. (Robbins and Judge, n.d)    

Stage 2 Personalization and cognition 

That a perceived conflict is a disagreement does not mean personalization. Perceived conflict is awareness of one or more parties of the conditional existence creating opportunities for arising conflict. When individuals become emotionally involved, it’s at the level of the felt conflict experiencing tension, anxiety, hostility, and frustration. (Robbins and Judge, n.d)     

Stage 3 Intension 

Intentions are given ways of actions based on decisions. Existing dimensions are cooperativeness (satisfying each other) and assertiveness (satisfying one party’s concern only). (Robbins and Judge, n.d)

     

Stage 4 Behavior 

Figure 2 : Conflict escalation diagram 

Behavioral conflict foundation at the lowest points are differing perception, opinion and misunderstanding. These three factors may induce bad moods, bickering, and strong possession. The overt attack of one’s party of the conflicting parties can say the worst breakup sentence in a relationship conflict. (Robbins and Judge, n.d)     

Stage 5 Outcomes 

Consequences are created from action and reaction of conflicting people. If the conflict boosts the organizational productivity, the outcomes are said to be functional. Otherwise, the conflict outcomes are dysfunctional.  (Robbins and Judge, n.d)     

Two of the most common handling styles are compromising and collaboration. Compromising is making shared solution or middle agreement. In this style, to agree on a larger issue, the conflicting people need to give up on certain things to get a solution even it is not perfect. Collaboration means working together to produce or create something. The wants and needs of each party are taken into account in such a way that everyone satisfies with a win- win solution. This style is used when preserving relationship between the conflicting people are vital and the solution induce significant impact. (Anonimous, 2020)   

Recently conflicting situation in my current small voting organization of my village leader election is mostly related to interdependence or task based conflicts (Staffing, 2020). The conflicts originally coming from disagreement arises as a result of interdependency of sending voter invitations. In my small group, we have 7 official members including me as a leader and two securities. Currently we are trying to distribute the voter invitations by assigning two persons each for three regions. The deadlines is after two days from now and a person can only distribute the letters after the other one finishes writing the voter names in every letter. In addition, everyone has own busy activities. Those two factors can hamper meeting the deadlines. My reaction to this conflict is that I have tried to show high degree of cooperativeness and solve the conflict by becoming a mediator for compromising the two conflicting persons on offering who is the writer and who is the sender. Finally this conflict is lovely solved with love and brotherhood.                    

References 

Robbins, S., & Judge, T. (n.d.). Essentials of Organizational Behavior, 14/e. Retrieved December 11, 2020, from https://learning.oreilly.com/library/view/essentials-of organizational/9780134523859/xhtml/fileP70010122300000000000000000023EB.xhtml

A. (2020). 5 Conflict Management Styles every Manager Must Know [2020]. Retrieved December 16, 2020, from https://www.valamis.com/hub/conflict-management-styles

Staffing, A. (2019, August 05). 6 Workplace Conflicts and How to Deal with Them. Retrieved December 16, 2020, from https://www.atlasstaffing.net/blog/6-common-workplace-conflicts-and-how-to-deal-with-them

4.3 Perceptional and Behavioral Communication in a village head election

Author : Lutfi Mulyadi

I am currently becoming a sub-village manager of voting organizers in my village head election. My superior who is the event chairman is my sport teacher and student council advisor when I was a leader of the council in the junior high school. As my superior, I know him as a very good teacher, motivator, mentor, advisor, and role model. So far, I have seen him diligently praying, working and never seen him lie. Of course, no body is perfect, but his behavior build my perception to him as a trusted superior. Moreover, his experiences on becoming a voting organizer almost always convince me to follow his guidance throughout the journey of the election. As a matter of fact, this event has general procedures made by higher authority which is the district governments. They made the election rules in detail. Consequently, all team member must hold this general election rules/laws with the result that I shouldn’t fully believe and trust all directions of my superior without understanding and verifying the legal documents (Ciamis, 2020).    

Doing the cross-check between the legal documentation of the election rules and my superior directions always requires good communication without noises and barriers (Young, 2016). The benefit of having no emotional distance each other is that all superior directions can be easily filtered and processed in agreement with the documents. Of course my superior always holds this written rules. In the journey, what really happens is keeping the tight rules on the track and making the flexible rules very well communicated, brain stormed and agreed together.         

In this event, we are a big community having seven sub - village organizers or middle to lower managements. My perception to my colleagues under my leadership is that they are really enthusiastic and always want to be involved in the work. Every time my superior send any information and direction via whatsap group, I always forward and discuss the new direction in my own group and my colleagues always put shares on the issues.

Trust is the most valuable asset of interpersonal and organizational life. Without trust, we can’t work as a team, we can’t give a person a duty on certain jobs or we can’t make a good profitable or developmental investments to improve capabilities of all members. To build or maintain the trust, honest and open minded communication are always strongly encouraged. From the starting point of jobs once we share the letter of invitation to all voters until the election time my perception to my team is that they are really cooperative. I don’t need to do micromanaging style in the process of sending invitation. However, the detail evaluation of the achieved target strongly needs my attention and I really want to evaluate it.    

In every election of my village head, there is a grapevine that possible conflicts especially in my sub-village always happen because this year we have three of five candidates who stays in our place. There also exist a stereotype (Lynn, 2020) that village people can be easily heated by any kinds of mistaken procedures of election or heated by winning or losing in the election. So far, the above grapevine (Diff, 2020) in the last campaign was always successfully controlled and managed by cooperative and collaborative works of organizers, the local government stack holder, police and security. In the election time which is after about a week from now, the grapevine may possibly show up and good team works of all responsible people hopefully can always overcome or reduce it.      

References

Lynn et all. (2020, September 10). Understanding stereotypes, prejudice and discrimination. Retrieved November 26, 2020, from https://kidshelpphone.ca/get-info/understanding-stereotypes-prejudice-and-discrimination/

Diff, W. (2020, October 22). Rumor vs Grapevine - What's the difference? Retrieved December 11, 2020, from https://wikidiff.com/rumor/grapevine

Ciamis, P. (2020). Lanjutan Tahapan Pemilihan Kepala Desa Serentak Tahun 2020 ... Retrieved December 11, 2020, from https://ciamiskab.go.id/2020/12/01/lanjutan-tahapan-pemilihan-kepala-desa-serentak-tahun-2020-dan-pemilihan-kepala-desa-antar-waktu-di-kabupaten-ciamis/

Young Entrepreneurs Forum. (2106, November 27). 10 barriers to effective communication [Video].

 

4.2 Improvement plan of a mailing company

Author : Lutfi Mulyadi 

The problem in the company is un-properly sorted and sequenced, delayed or wrongly delivered mail in consequence of the lack of communication between the upper and middle level stack holders and the floor managers. The related communication issue is that the staff of the floor management did not come to the meeting for planning. Therefore, details of the program were not clear for the employees. Information did not come to the maintenance workers resulted in the low quality of 93 % performance in the first quarter, declining in some weeks, complaining customers and lacking employee motivation.            

In this case, the bypassed communication channel is the chance of doing face to face talks between upper and floor managers in the process of developing the improvement plan, persistent negative ways of thinking the procedures for employee use, and a missed chance to share the problem and how to solve it together with the employee. (Engelstad, 2017)    

To implement the improvement plan, we need to make non-formal and brotherhood gathering within the organization to resolve and recommunicate the details of the program to make them clear about the job description for every worker. (Duval, 2020) made Further suggestion in the field for the working evaluation which can be listed as making identification on the behavior or performance of the employees who still need to be improved, evaluating the low performance employees and try to approach them in friendly manner and try to solve the mail problem together, discussing what should be done to improve the team motivation, determining the time to make evaluation together, and discussing the rewards and consequences for all members if the sorting, sequencing, delaying and delivering problems occur for a second time.

For effective implementation of the programs, we need to resolve or break the communication barriers (Young, 2016) especially attitudes of reducing emotional noises, design of structure having bad system of information, lack of supervision, and training for the employees within the mailing organization team members in such a way that the plans and procedure of the mailing processes are well discussed and brain stormed by all organization members. Well discussed programs involving everyone in the mailing company can make the programs clear for them and they will feel as if they are part of the corporate family. Maintenance worker joining the scheduled meeting will also feel reminded to run his duties together with all workers on improving the performance percentage by collecting performance-related data and calculating the percentage periodically in such a way that periodically improved percentage report on the company performance given to all customers and all company members can keep them satisfied and motivated.           

References

Engelstad, F. (2017). 7 Strategic Communication and Institutional Change. Institutional Change in the Public Sphere, 139-159. doi:10.1515/9783110546330-008

Duval, J. (2020). How to Develop a Performance Improvement Plan to Fuel Growth. Retrieved December 10, 2020, from https://www.fuseworkforce.com/blog/how-to-develop-a-performance-improvement-plan-to-fuel-employee-company-growth

Young Entrepreneurs Forum. (2106, November 27). 10 barriers to effective communication [Video]. Retrieved from