Introduction
Conflict denotes hindrances between people or groupings of individuals that have dissimilar objectives, ideals, anticipations, and rationales. Conflicts normally occur at the personal, group, and organizational levels where competition, in addition to personal achievement, is emphasized more than interdependence. In a conflict, it is normally easy to determine the way others react than the way one reacts (Giacomantonio, Pierro, & Kruglanski, 2011). Every person has a predominant conflict style that he/she employs in the satisfaction of their requirements. Through the examination of conflict styles and the outcomes of such conducts, people can acquire an excellent comprehension that could allow them to make a witting selection of the manner of reacting to others in a conflict condition to assist manage change and decrease conflicts, as well as stress.
Change Theories
Different change theories encompass the theory of planned behavior, Lewin’s 3-stage change theory, Prochaska and DiClemente’s change theory, Lippitt’s phases of change theory, and social cognitive theory; they all have dissimilar means and ideas that ensure that every one of them is distinctive. It is vital to note that a number of the theories have similarities. Lewin’s 3-stage change theory is rational, strategy, and objective anchored. It does not consider individual aspects that could influence change. On the contrary, social cognitive theory suggests that change could be influenced by environmental impacts, personal aspects, and attributes of conduct (Moreno & Johnston, 2014). The social cognitive theory affirms that people have to possess self-efficacy. Individuals have to believe in their ability to embark on the conduct, and they have to recognize that there exists the motivation to do it. On this note, conduct is an outcome of consequences as people respond to the way they identify the consequences of their conduct. Lewin’s 3-stage change theory seeks to evaluate the influences (encouraging or restrictive) of change. Lippitt’s phases of change theories are expansions of Lewin’s 3-stage change theory and center on the change agent as opposed to the change.
Prochaska and DiClemente’s change theory is dissimilar to the other change theories; it embarks on deteriorations or collapses to the change of the intended conduct. People that might relapse could revisit the deliberation phase and make strategies for accomplishment at some point. Self-efficacy denotes the most significant attribute of both the social cognitive theory and the theory of planned behavior. Self-efficacy denotes the existence of confidence in the capacity to commence an action and carry on in the exploit. Self-efficacy is vital for social cognitive theory and the theory of planned behavior to be employed and lead to triumphant change. Though change could at times appear magnificent because it makes sensible logic, when it is executed, the lack of taking people’s sentiments and encounters into account could have unconstructive outcomes. There could be times when workers become extremely thrilled regarding a new transformation, that they evade the feelings, approaches, past contribution, and encounters with other workers (Moreno & Johnston, 2014). On the contrary, sometimes change could result in opposition or reduced enthusiasm among employees.
Conflict Theories
Conflict theories affirm that an organization or community operates in a manner that every participant and its kind strives to maximize their gains, which inevitably results in social change, for instance, political transformations and upheavals. Numerous conflict theories encompass the critical theory, feminist theory (identifies females’ political, collective, and monetary equality to males), and postmodern theory (critical of novelty, with a distrust of impressive theories and beliefs). Other conflict theories encompass post-structural theory, postcolonial theory, queer theory (a mounting body of study determinations that oppose the heterosexual prejudice in Western culture), world-systems theory, and race-conflict approach (centers on inequity and conflict involving people of diverse racial and tribal groups). These theories focus on power discrepancies, for instance, group conflict, and normally historically central ideas. Some conflict theories emphasize the ideological factors extant in traditional consideration (Wolff & Yakinthou, 2013). While most of such aspects embrace similarities, conflict theory does not signify a united school of ideas.
Change Agent
The management of change is not a thing that implies just operational enhancements, cost efficiencies, and process transformations as it has turned into a much bigger, more entwined section of the normal undertakings and successful leaders have to be engaged in all change endeavors and must know how to manage change effectively. On this note, all successful leaders have to become change agents (Cameron & Green, 2012). If a leader is not comfortable with revitalization and innovation, he/she will start losing his/her influence and significance rapidly. As emphasized in the theory of planned behavior, I believe that, amid other factors, a person’s approach towards the required conduct has to be constructive for change to happen. In this way, I manage change and address conflict effectively, and this can boost my successful leadership in the health care setting.
Conclusion
Conflict denotes difficulties amid people or groupings that have unrelated objectives, principles, anticipations, and rationales. Similar to change theories, there are numerous conflict theories. For the successful management of change, all leaders have to act as change agents. Due to my ability to manage change and handle conflicts, I can be a successful leader in the health care environment.
References
Cameron, E., & Green, M. (2012). Making sense of change management: A complete guide to the models tools and techniques of organizational change. London: Kogan Page Publishers.
Giacomantonio, M., Pierro, A., & Kruglanski, A. W. (2011). Leaders’ fairness and followers’ conflict handling style: The moderating role of need for cognitive closure. International Journal of Conflict Management, 22(4), 358-372.
Moreno, J. P., & Johnston, C. A. (2014). Consistent components of behavior change theories. American Journal of Lifestyle Medicine, 8(1), 25-27.
Wolff, S., & Yakinthou, C. (Eds.). (2013). Conflict management in divided societies: Theories and practice. London: Routledge.