Human Services Coordination Team Conflict

Subject: Management
Pages: 1
Words: 349
Reading time:
2 min
Study level: College

Introduction

For this assignment, an imaginary scenario of the conflict within the Human Services Coordination Team (HSCT) would be described concerning the TRIP model of goals. A conflict could be described as the struggle between parties with incompatible goals and limited resources to achieve their aims (Wahl & Maresh-Fuehrer, 2016). The scenario is ongoing confusion and disagreement among HSCT workers which originated from the appointment of the new regional Director H whose task is to apply new priorities. Tensions arose from interpersonal differences between members and this promotion.

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Topic and Identity Goals

HSCT’s purpose is to encourage citizen participation in and coordination of services delivered by a range of private and governmental institutions. HSCT contributed to this purpose by providing case management services to individuals, intervening to enhance agency coordination, and assisting agencies in developing their capacity for service coordination. I, as a Director of Field Services for HSCT, wish for a change towards more organizational-level coordination and capacity building.

Relational and Process Goals

Director H, appointed by me, encountered disagreement with employee B. Employee B is not accustomed to the new approach and prefers case-by-case resolution. The disagreement suggests that both parties are not clear about priority shifts and accompanying strategies. It might also be intensified by the difference in cultural backgrounds. The communication to resolve the conflict could be an organization of an individual meeting with Director H and reviewing the new strategies and goals. Later allow Director H to meet employee B to provide necessary guidance.

This method would allow them to increase the supervisory skills of Director H and assert his authority in the new position. Consequently, this method would allow a shift from a destructive approach such as focusing on the person or difference by focusing on the issue at hand and clarifying the new interests of the HSCT. The meeting with Director H would also allow to express definitively the motivations behind sudden transitions and accommodate the shift from positions to interests. Overall, the benefit of TRIP is that managerial decisions become easier to take by firstly evaluating the goals of conflicting parties.

Reference

Wahl, S. T., & Maresh-Fuehrer, M. M. (2016). Chapter 7: Conflict management. In Public relations principles: Strategies for professional success (pp. 210–235). essay, Kendall Hunt Publishing Company.