Conflicts in Professional Settings by Cristina Ruiz

Conflicts in professional settings often arise over varying degrees of needs and wants among individuals, particularly when power dynamics are at play. The conflict between Marilyn and Craig illustrates how miscommunication and differing objectives can exacerbate tensions in the workplace. Marilyn feels overwhelmed by tasks she believes exceed her capabilities, while Craig perceives her performance as lacking effort. This discrepancy in expectations and perceptions highlights the interplay of power dynamics and behavioral needs within organizations.

Power depends on the ability to employ currencies that other people need. In the conflict between Marilyn and Craig, there's an imbalance in their desires and needs, which have not been effectively communicated. Marilyn finds herself tasked with responsibilities she neither desires nor has the time to fulfill adequately. Despite her initial hesitation, she reluctantly agrees, hoping for guidance. However, she's thrust into the role with minimal direction from management, including Craig. Marilyn emphasizes her need for support and guidance, particularly in unfamiliar tasks at the agency. She aims to undertake meaningful work and contribute positively to the agency, mindful of her current level of expertise as a beginner in the company. Conversely, Craig needs the success of the volunteer program for the agency's benefit and the potential securing of funding for Marilyn’s full-time position. He has faith in Marilyn's abilities, hence offering her the role with the expectation of her eventual promotion. Craig is keen on motivating Marilyn to excel and retaining her as a valuable staff member. However, he overlooks the possibility that his motivating techniques may not align with what resonates with Marilyn.

The conflict between Craig and Marilyn stems from differences in power and understanding of behavioral needs. As outlined in Chapter 4, Craig perceives power as "the ability to achieve a purpose", focusing on influence and resistance rather than control (Hocker, et al. 2002). This concept is reflected in power currencies, which encompass various resources, attributes, or qualities that an individual possesses. These currencies significantly shape power dynamics between Craig's 'power over' stance and Marilyn's 'low power' stance, impacting their interactions, communication, and negotiation of conflicting interests. Craig's possession of certain qualities, such as resource control and interpersonal linkages, reinforces his dominance over Marilyn. For instance, as Marilyn's supervisor, Craig controls resources like work assignments and salary, while also having strong interpersonal linkages with higher-level management and other employees. Additionally, Craig's effective communication skills, including his ability to assert authority and articulate expectations, further bolster his power over Marilyn. He may utilize these skills to exert pressure on Marilyn, for instance, by coercing her to take on additional responsibilities or publicly pointing out incomplete tasks in meetings, potentially leading to embarrassment for Marilyn. Conversely, Marilyn's lack of communication skills and confidence leaves her vulnerable to Craig's influence. Instead of directly challenging Craig's authority, Marilyn tends to agree on the surface and later expresses her concerns to a friend. Her avoidance of confrontation ultimately leads her to resign from her position rather than addressing her issues with Craig directly. Furthermore, Marilyn's conflict arises from her perceived lack of expertise, as she feels inadequately prepared for her role due to her age and limited experience with the agency. She acknowledges her need for guidance and support from Craig and other colleagues to fulfill her responsibilities effectively. In summary, Craig's control over resources, interpersonal linkages, and effective communication skills solidify his dominance, while Marilyn's deficiencies in these areas exacerbate her vulnerability. Ultimately, Marilyn's conflict underscores the importance of effective communication and guidance in resolving their differences and addressing her lack of expertise.

A beginning dialogue that is constructive might sound like this; 

Marilyn: 

“Craig, I have been feeling overwhelmed lately with my workload. I would appreciate the chance to discuss this with you privately if you have some time.” 

Craig: 

“Certainly, let’s schedule a meeting in my office at 5 p.m. to discuss any concerns you have.” 

Marilyn (at 5 p.m.):

“Craig, I really appreciate the opportunity to work on the volunteer program. However, as a part-time employee, I feel I've been given more tasks than I can handle. Additionally, being younger than my colleagues, I lack their experience, and I haven't received sufficient training to understand my role fully. I often feel like a burden when seeking help, as I’ve experienced being brushed off every time. Lastly, when you highlighted my shortcomings in the team meeting, I felt singled out and embarrassed.” 

Craig: 

“Marilyn, I appreciate your honesty and I apologize for any distress you've experienced. I've always admired your dedication, which is why I entrusted you with this role, intending to consider you for a full-time position later. I failed to consider your perspective and realize you may need more guidance. I also regret any unintended harm caused during the meeting. My intention in bringing it up was to encourage you, not undermine your efforts. Your contributions are valued, and I want to ensure we create a positive work environment together. I'd like to hear your needs to move forward collaboratively.”

Marilyn:

“Thank you for your understanding. Moving forward, I would appreciate more transparent communication to better understand what is expected of me. Additionally, I would like to participate in a training program with experienced colleagues to ensure I can successfully fulfill my responsibilities.”

Craig: 

“How about scheduling a two-hour meeting every Monday with a designated mentor who will outline your weekly tasks and offer guidance? We can also meet weekly to review progress and address any additional concerns.”

Marilyn:

“That works great for me. Thank you for accommodating my needs. I look forward to continuing to work with the company.”

References:

Textbook: 

Hocker, J. L., Berry, K., & Wilmot, W. W. (2022). Interpersonal conflict (11 th ed.). McGraw Hill.