Response 2
I appreciate my colleague Robert Thompson who goes straight to explaining some of his experiences, where he talks about their facility with 25-bed residential services which are mostly occupied by homeless veterans with mental illness and issues on addiction. Since the parent’s organization had recently merged with larger organizations, there were too much expectations from the workers and thus the rise of conflict. More staff were needed, working hours were cut, and shifting schedules were completely changed. From such instance, we can already tell that staff’s motivation will go down, Veterans affairs will also go down, and for the staff who believed on the mission of the facility were being beaten down by all the negativity due to lack of appreciation from the facility.
My colleague’s experience has multiple faces to look at it. Still, looking at it from a leader’s perspective, we realize the changing work environment because new director allows the staff to make their own decision and room for mistakes, unlike in the recent past where the workers had to consult for quite sometime before dealing with a situation to reduce the raise of mistakes and more gain for expertise. As much as the new technique may sound inconsiderate, it is helpful during the staff’s growth through the encouragement of creativity and the fact that staff feel they are valued.
In conclusion, we have seen how the leader brings in conflict theory, we a goal of changing the tradition that employees were tied to them. As much as such a transformation would bring in conflict, it comes around with better than damage. The leader was embracing the conflict theory knowing his goals and fruitful result. Therefore, we learn that through conflict creation, leaders can get a solution to the situation through the transformation of both the culture and workforce.