In internal conflict we can identify several stakeholders who are affected or impacted by the activities of the business. These stakeholders include employees, suppliers, creditors, owners, and as well the investors. Employees, have the biggest numbers and are the stakeholders who work for a company are likely to participate in internal conflicts among themselves or with their supervisors and managers (Jerng et al 2017, p. 2). The conflicts between them may include pay raises, promotions, and other personal factors.
The concept of cause-and-effect analysis has long been viewed as one of the most widely recognized problem-solving strategies. Primarily, it is utilized by organizations to address workplace issues. The strategies being used are crucial in pinpointing the issues occurring within an organization, and it helps identify all the critical aspects of a particular issue including what, when, and why (Fischer et al, 2012, p. 25). Cause and effect analysis can prove to be essential in recognizing the different components which are associated with a particular issue. The limitations of the cause-and-effect analysis and diagram is that it involves time drain during brainstorming sessions. We think that is important to explore all the details that could cause the problem before we start looking for a solution.
Currently, we have so many methods of identifying a problem and how to solve it for example, PESTLE (Political, Economic, Social, Technological, Legal, and Environmental) Analysis, EVR (Environment, Values, and Resources) Congruence, TOWS Matrix, SWOT Analysis. The PESTEL Analysis theory forms just another theory that discusses the relevance of the problem of internal conflicts boundary. This is a framework that is used to assess the external influences of a business (Fischer et al, 2012, p. 26). This helps managers to be aware of the political, economic, sociological, technological, legal, and environmental factors that influence internal conflict among the stakeholders. This model has some limitations in identifying internal conflicts because it needs constant reviewing, numerous personnel, and resources.
The EVR Congruence operates under the principle that the aspects of leadership, seeking and exploiting of those opportunities are related. This model is applied in the process of evaluating strategic resources, opportunities, and the role of strategic leaders (Fischer et al, 2012, p. 27). As it forms another theoretical model that is relevant to different problem boundaries such as internal conflict. This concept can be applied by entrepreneurs to sustain effectiveness and success within their companies, this essentially helps to show the environment acts as source for both opportunities as well as threats. TOWS Matrix is a classic business tool that requires a firm to examine its external and internal environment and come up with strategic options to address a given problem. It is essentially a variant of the SWOT analysis as it looks at threats and opportunities separately from weaknesses and strengths. (Fischer et al, 2012, p. 25). The advantage of using this model to identify a problem boundary is that it assists in coming up with a strategy for the organization or a department within. This matches external opportunities and threats with internal strengths within a company that can be used to overcome the problem of internal conflict which is a weakness. One of the limitations of this is that is not necessarily a direct strategic process but a mere analytical tool that generalizes external analysis.
SWOT Analysis model is also essential in addressing problem boundaries, and it forms a useful technique that assists in identifying a business strength, weaknesses, opportunities, as well as threats. This model is beneficial in a sense that it is less costly, can be implemented by any party who understands the organizational context, and helps to identify the issues that affect a business (Fischer et al, 2012, p. 25). The limitation of this model is that it does not prioritize some issues, nor does it offer solutions. This offers a lot of options but does not guide on the best, we think this analysis model can greatly assist organizations to utilize strengths like good leadership and overcome the problem of internal conflicts.
References:
Fischer, A., Greiff, S., & Funke, J. (2012). The Process of Solving Complex Problems. The Journal of Problem Solving, 4(1), 19-42. Retrieved from https://docs.lib.purdue.edu/cgi/viewcontent.cgi?article=1118&context=jps
Jerng, J., Huang, S., Liang, H., Chen, L., Lin, C., Huang, H., … Sun, J. X. (2017). Workplace interpersonal conflicts among the healthcare workers: Retrospective exploration from the institutional incident reporting system of a university-affiliated medical center. PLOS ONE, 12(2), e0171696. Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5293271/pdf/pone.0171696.pdf
