By
Raul Bernardino
Introduction:
The conflict may arise from two or more difference groups’
view-points. “Those view-points are
coming from the way or environment that they live in or experience with before
and believe in. This is might differ one another and it is creating potential of
the conflicts”, Pearce, W.B. & Littlejohn, S.W. (1997, P.49).
In this situation and condition will be allowing us to judge
the behaviors of the groups either “it is
raising conflicts or supporting each other (themselves) to reach the
organization vision”, Hall, P. A.V. & Fernandez-Ramil, J. (2007, p.77).
Base on the argument above, in my personal
experiences with new born organization, it is difficult to adjust. Although in
the first year, we did setup an organization strategic plan for period of three
years with very clear vision which is “to be a leading petroleum regulatory authority in the region and
a model for institutional development in Timor‐Leste”, Autoridate Nacional do
Petroleo (2009). This vision becomes a core value to everyone in the
organization. However, there are several departments still not started to
execute their strategic plan. This may impacted to the core value above. In
other end some departments or doing different things that is not in the
strategic goals and objectives. It is happen because it is driven by new
product sharing contracts that were not seeing in the planning. This reflection
reported in the midterm evaluation of the strategic plan.
I do believe that, the organization evolution has to be in place
in order to adjust, adapt and adopt as it moves on. However, it has to be
consulted with the relevant entities before it moves or adopted the direction. Otherwise,
it creates conflict among the entities. For instance staff capacity building,
performance review and recognitions. This year, we had lack of the trainings to
the staff; in the organization policy it is clear stated that staff is entitle
to have at least two trainings a year and it bases on the needs of the staff to
perform the job; now it adopts one training a year. Performance review and
rewarding are not in line with internal policies. This has come to staff
concerns. And it has become an implication to the organization as well. As a
result, two staffs are leaving the organization. Staff sent a concern letter to
the management. And staff motivation is decreasing.
In the general meeting earlier this year, I mentioned that we
have done several activities that are not in line with the strategic plan
goals, objective, and including to support the core value. I also did liaison
with staff and management to address the internal issues or we called staff
concern. In my view as aliased person, I do see the leadership is a determinant
factor of mutual trust building in order to achieve organization vision or core
value.
In my own department we believe each staff has value to
contribute the program and project that we set as in line with IT strategy road
map.
There are several features of moral conflicts to take
consideration as follows:
a.
Misunderstandings:
b.
Mistrust
c.
Strained and hostile communication
d.
Negative stereotype
e.
Non negotiability
In conclusion:
The conflicts often end up with human right violation or even
let to worse as genocide (to eliminate one of the conflict groups). Therefore,
in today organization, institution, and company, the leadership is an important
factor to reach the core values. He or she has to understand overall
organization behavioral and its environment.
References:
Maiese, M. (July
2003), Moral or Value Conflict, [Online]. Available from:
http://www.beyondintractability.org/essay/intolerable_moral_differences/ (Accessed: 21 October 2011).
Kates, S.L. (n.d),
Conflicting value-Orientation and Intra personality conflict
, [Online]. Available from:
http://digital.library.okstate.edu/OAS/oas_pdf/v33/v282_285.pdf (Accessed:
21 October 201).
Autoridade Nacional do Petroleo,
[Online]. Available from:
http://www.anp-tl.org/
(Accessed: 21 October 201).
Hall, P. A.V. & Fernandez-Ramil, J. (2007) Managing the
Software Enterprise:
Software
Engineering and Information Systems in Context. London: Thomson
Learning.
Pearce, W.B. and Littlejohn, S.W., Moral Conflict: When Social Worlds
Collide.
(Thousand Oaks, CA: Sage Inc.,
1997), 49
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