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    Effective Leadership Through Conflict Resolution

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    The document discusses implementing cultural change and conflict resolution tactics within a police department following a change in leadership. It argues that in order to successfully resolve conflicts, the entire department's culture must shift to embrace open communication, empower all personnel, and prevent disputes from arising. Techniques like peer counseling, team building, and public dialogue can help support this new culture. A key step is for the new leader to publicly resolve a stressed relationship within the department to demonstrate the power of conflict resolution and set an example for the cultural norm.

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    Effective Leadership Through Conflict Resolution

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    api-463723858
    172 views4 pages
    The document discusses implementing cultural change and conflict resolution tactics within a police department following a change in leadership. It argues that in order to successfully resolve conflicts, the entire department's culture must shift to embrace open communication, empower all personnel, and prevent disputes from arising. Techniques like peer counseling, team building, and public dialogue can help support this new culture. A key step is for the new leader to publicly resolve a stressed relationship within the department to demonstrate the power of conflict resolution and set an example for the cultural norm.

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    The document discusses implementing cultural change and conflict resolution tactics within a police department following a change in leadership. It argues that in order to successfully resolve conflicts, the entire department's culture must shift to embrace open communication, empower all personnel, and prevent disputes from arising. Techniques like peer counseling, team building, and public dialogue can help support this new culture. A key step is for the new leader to publicly resolve a stressed relationship within the department to demonstrate the power of conflict resolution and set an example for the cultural norm.

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    © All Rights Reserved
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    Download as docx, pdf, or txt
    172 views4 pages

    Effective Leadership Through Conflict Resolution

    Uploaded by

    api-463723858
    The document discusses implementing cultural change and conflict resolution tactics within a police department following a change in leadership. It argues that in order to successfully resolve conflicts, the entire department's culture must shift to embrace open communication, empower all personnel, and prevent disputes from arising. Techniques like peer counseling, team building, and public dialogue can help support this new culture. A key step is for the new leader to publicly resolve a stressed relationship within the department to demonstrate the power of conflict resolution and set an example for the cultural norm.

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    RUNNING HEADER: CONFLICT RESOLUTION THROUGH CULTURAL CHANGE AND ACTION 1

    CONFLICT RESOLUTION THROUGH CULTURAL CHANGE AND ACTION


    By Jaron McAlister
    LEPSL 580: Conflict Resolution and Decision Making
    10/21/2018
    Word Count 498
    CONFLICT RESOLUTION THROUGH CULTURAL CHANGE AND ACTION 2

    The unfortunate and sudden passing of the Chief has left the department in search of

    new leadership. City officials have recognized the leadership attributes and conflict resolution

    tactics in which I have implemented and have found this new direction of leadership favorable.

    In order to successfully operate in an environment which learns from conflict, the cultural

    change within the department must be all personnel encompassing. “It does not matter how

    elegant or effective conflict resolution systems are, without a cultural shift they do no work”

    (Cloke & Goldsmith, 2011, p.321). The new culture will support and embrace group-think and

    open lines of communication, while mitigating repressive reactions to new forward-thinking

    ideas. The premise of the new culture will be to empower all personnel at each level of the

    department, maximizing morale and personal accountability. Open and fluid lines of

    communication will be a critical factor in creating the culture based on conflict resolution. “The

    wisest course of action is to design and implement systems, structures, processes,

    relationships, and cultures that prevent paralyzing impasses, unnecessary costs, petty personal

    squabbles, and large-scale systemic dysfunctions in unresolved conflicts from occurring at all”

    (Cloke & Goldsmith, 2011, p.307). In order for the new culture to progress and develop, many

    techniques may be utilized to help support it including; peer counseling, team building and

    public dialogue.

    Personal recognition is a powerful tool to promote the empowerment of an employee

    and this can be achieved through peer counseling, coaching and mentoring. An individual will

    take on more ownership of the direction of the department when a supervisor or peer shows

    genuine interest in that individuals development.


    CONFLICT RESOLUTION THROUGH CULTURAL CHANGE AND ACTION 3

    Police departments inherently and naturally create teams whether through specialty

    teams or patrol teams. Supervisors must ensure they implement conflict resolution techniques

    within the team and be cognizant not to create an “us verse them” mentality. The core concept

    of team work is very powerful and creates deeply seeded feelings of loyalty and trust. These

    feeling of trust and loyalty should be expounded upon with open communication.

    Gossip and the dissemination of incorrect facts can be detrimental to a department.

    Gossip leads to fragmentation instead of unification and takes a large amount of energy and

    time away from progress. Public and open dialogue can directly address this issue and quells

    the firestorm which gossip often creates. Again, open lines of communication without fear of

    repercussion will lead to a healthier and more relaxed environment.

    A major hurdle to overcome is to show the department my personal and complete

    dedication to conflict resolution by finding closure with Rob. The stressed relationship with Rob

    has been public and has had an adverse effect on the department. Rob approaches and thinks

    on issues differently which should be embraced as varied opinions are extremely beneficial to

    group think. “It is helpful to design and execute a ritual or ceremony of release, as a signal

    through action that the conflict is really over for you” (Cloke & Goldsmith, 2011, p.329). The

    department will see first-hand the importance and power of conflict resolution and will

    embrace and accept it as the departments cultural norm.


    CONFLICT RESOLUTION THROUGH CULTURAL CHANGE AND ACTION 4

    REFERENCES:

    Cloke, K., & Goldsmith, J. (2011). Resolving conflicts at work: Ten strategies for everyone on the

    job, San Francisco, CA: Jossey-Bass.

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