Analysis of Conflict using Moore’s Circle of Conflict
The scenario that is taken into consideration in this particular case study revolves around an organization which is known by Saman Incorporated. The organization primarily deals in technological services. The conflict revolves around the selection of the chief executive director position of the company. To put it in simple perspective, it can be stated that the current chief executive position is headed by an individual, who is not at all amicable towards the workforce. On the contrary, the board of directors have decided to select a new person for spearheading the company. In this particular context, the next person in question who is most likely to succeed is substantially well versed in the trade of the organization. On top of that, the personality of the next individual is also quite amicable in nature. As a consequence of that almost all of the employees working in the organization are quite favourable towards the next individual. The name of the current chief executive officer of Saman Incorporated is Mr Park Yun; while the next individual’s name is Mr Dong Hun. One of the noticeable features that should be taken into consideration in this particular case study is that both of these individuals used to be college mates. Their rivalry in college life has extended even in their workplace. The board of directors is quite rattled with this information. However, for the betterment of the organization it is imperative to choose an appropriate candidate. Hence, the board of directors; especially Mr Park Soo Hun and Park So Dam, are looking to negotiate the current position in favor of Mr Dong Hun to the board meeting. The fundamental reason behind this is that the decisions undertaken by Mr Dong Hun have always reflected in the company’s success. On the contrary Mr Park Yun has fairly consolidated his grip over the management and claims for the company’s recent success in a business deal with Chinese firm.
The theory that is chosen for the sake of giving brief insight regarding the case is Moore’s circle of conflict. In accordance with Moore’s circle of conflict, it can be stated that the aforementioned case study is actually the conflict which occurred because of difference of interest as well as values (AKBULUT & ARBAK, 2019). The primary element that is highlighted after the incorporation of Moore’s circle of conflict mainly incorporates the differences of perceived or actual competition over interest between both of the directors. For an individual to negotiate for the chief executive officer selection, it is imperative to understand the intention of both the individuals. The procedural interest in this particular case is not significant in comparison to psychological interest. From an apparent vision it would seem that the approach of management of the current CEO is quite different. However, in reality the psychological thought process of the current CEO also reflects that emphasizing on motivating the workforce does not hold value with respect to Mr Dong Hun (Tirapani & Willmott, 2021).
Previously, the quintessential aspect that is not noticed is that the value conflicts between the individuals are also acting as an impediment for negotiation. The different ways of ideology followed by the two individual results into value conflicts to occur in the first place. The new revelation that emerged into light as a crucial option (Moshiri, 2019). For the sake of resolving the conflict is to determine a common ground upon which both of the individual’s opinions converge. In this particular case this aspect is primarily concentrated on the development of the organization. However, the approach undertaken by both individuals is antipodal to one another. Hence, an inference can be drawn that for the next board meeting both Mr Park Soo Hun and Park So Dam can vouch for selecting Mr Dong Hun rather than Mr Park Yun and highlight that factor of employee motivation that is prioritized by Mr Dong Hun (Budd, Colvin & Pohler, 2020).
Conclusions:
The fundamental strength of this particular theory of Moore circle of conflict is that it categorizes a particular case on the basis of its strength and inculcates aspects that can be incorporated to successfully resolve a negotiation process. Moore’s circle of conflict has a limited number of variables which is its primary shortcoming (Obiekwe & Eke, 2019). Oftentimes, it is observed that because of an inadequate number of variables resolving a case becomes quite challenging with the help of Moore’s circle of conflict alone. In the context of resolving a negotiation in a swift and convenient manner the framework of Moore’s circle of conflict stands out to be truly exemplary in nature (Demchuk et al. 2021). The fundamental reason that can substantiate this particular statement is the aforementioned case study where it is reflected that because of few critical instances which have been previously overlooked, the process of negotiation has become quite complicated in nature. However, once these critical aspects are vividly distinct after the incorporation of Moore’s circle of conflict theory, resolving this case in an appropriate negotiating manner has become quite convenient in nature (Chalermsripinyorat, 2020). That is why it is aptly stated that the theory of Moore’s circle of conflict is absolutely relevant. This theory can further be developed with the incorporation of additional variables; so that the applicability of this theory increases significantly to a great extent. As far as the practicality of the circle of conflict is concerned it can be mentioned that the theory is partially practical in nature. There are certain limitations of the framework such as lack of variables or are distinct conditions that are sometime specific to a particular case which are not included in this theoretical framework (Doellgast & Marsden, 2019).
References:
AKBULUT, D., & ARBAK, Y. (2019). The Influence of Culture and Context on Conflict Management Preferences of Academics in Higher Education Institutions.
Budd, J. W., Colvin, A. J., & Pohler, D. (2020). Advancing dispute resolution by understanding the sources of conflict: Toward an integrated framework. ILR Review, 73(2), 254-280.
Chalermsripinyorat, R. (2020). Dialogue without negotiation: Illiberal peace-building in Southern Thailand. Conflict, Security & Development, 20(1), 71-95.
Demchuk, A. L., Miši?, M., Obydenkova, A., & Tosun, J. (2021). Environmental conflict management: A comparative cross-cultural perspective of China and Russia. Post-Communist Economies, 1-23.
Doellgast, V., & Marsden, D. (2019). Institutions as constraints and resources: Explaining cross?national divergence in performance management. Human Resource Management Journal, 29(2), 199-216.
Moshiri, F. (2019). Revolutionary conflict theory in an evolutionary perspective. In Revolutions of the Late Twentieth Century (pp. 4-36). Routledge.
Obiekwe, O., & Eke, N. U. (2019). Impact of employee grievance management on organizational performance. International Journal of Economics and.
Tirapani, A. N., & Willmott, H. (2021). EXPRESS: Revisiting conflict: Neoliberalism at work in the gig economy. Human Relations, 00187267211064596.
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