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Case II: Conflict Recognition—The Case of the Misdirected Faculty
Author(s) -
Hoelscher Diane C.,
Comer Robert W.
Publication year - 2002
Publication title -
journal of dental education
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.53
H-Index - 68
eISSN - 1930-7837
pISSN - 0022-0337
DOI - 10.1002/j.0022-0337.2002.66.4.tb03531.x
Subject(s) - forester , conflict management , conflict resolution research , action (physics) , conflict theories , public relations , position (finance) , expectancy theory , psychology , political science , conflict resolution , social psychology , business , law , physics , finance , quantum mechanics , forestry , geography
Early recognition is fundamental to managing conflict. Successful leaders rely upon their ability to recognize conflict before it escalates into crisis. This article reviews the signs and sources of conflict along with related management theories. Conflict management includes understanding the sources and types of conflict as well as the impact potential; in the case presented, the leaders were unaware of conflict. Dr. Forester, the faculty member “in the middle,” was in a precarious position. Her performance evaluation reflected unacceptable accomplishments. However, her self‐assessment, based on the hiring agreement, was successful. Her requests for guidance and clarification were unproductive. What does she do now? The management theories that apply to the case of “the misdirected faculty” include analysis and discussion of communication, feedback, and expectancy theory. Action alternatives are presented to explore some of the options available to stimulate discussion and to provide readers with an eclectic approach to applying a case analysis.