HEP 452 Module 5 Assignment Conflict in Coalitions

Conflict in a coalition is a normal thing as it is a sign that the coalition is quite strong and engaged (Reid et al., 2019). Also, it is an indication that members of the coalition are passionate and want to be actively engaged in the affairs of a coalition. A coalition that does not have conflicts may be an indication that something is wrong, and the coalition is not worth fighting for. One of the major causes of conflict in a coalition is a result of conflicting missions and goals (Agrawal & Hockerts, 2019). Every participant in the coalition comes with their own goals and missions when joining the coalition. While a consensus is being negotiated for, there are often areas that may result in disagreements. Another cause of conflict in a coalition includes the arguments over turf. In this case, members of a coalition tend to disagree on how the resources, recognition, and power are shared and distributed across the coalition. For example, there might be some departments that require reimbursement and proper recognition, while another group may perceive that the entire coalition members should be treated equally.

Diverse personalities and communication styles are another major cause of conflicts in a coalition (Weible & Ingold, 2018). Coalitions are mostly diverse, allowing the membership of people from different backgrounds. Each member has different levels of understanding and therefore, their maturity levels vary. Leadership styles are dependent on the maturity level as well as the willingness of an individual to perform tasks. Lack of proper assessment and understanding of the member’s maturity levels may compel leaders to apply a leadership style that does not match the personality of the members due to generalization. Another major cause of conflict in a coalition is the existence of a multitude of overlapping issues such as food security, health equity, or education which might be deeply connected to the main objectives of the coalition. In this case, taking action in one of the areas may result in a positive or negative impact, which may end up intensifying the conflict.

There are various ways to help solve conflicts arising from major issues in a coalition. Defining the issues and framing them as a dilemma or challenge to be solved simultaneously can help reduce conflict (Karhu & Ritala, 2018). This perspective provides a solution in that rather than perceiving other parties as adversaries, emphasizing the need for collective responsibility in solving the coalition problems should be encouraged. Educating each of the members of a coalition regarding their interests can also help in solving conflicts. Listening and asking questions should be promoted to ensure that every member has aired their grievances. Finally, using an objective criterion to help resolve the impasses especially when there are many conflicting issues. In this perspective, it is advisable for the leaders in a coalition to desist using power and coercion to get what they need, but incorporate discussions and active listening to solve the differences.

Various methods can be used to bring better consensus in coalitions. Negotiations are one of the methods and involve exploring the interests underlying the parties’ position such as the desire to resolve the conflict without resulting in negative publicity (Butterfoss, 2012). In this case, the leader provides the best alternatives to the parties, which they are required to reach a compromise, thus resolving the conflict. Another method that can be used in helping reach a consensus in a coalition include arbitration in which a neutral third party serves as the judge (Butterfoss, 2012), and thus, after listening to the cause of conflict, provides a verdict to which both sides involved in the conflict are required to adhere to reach a compromise. Members involved in a dispute cannot appeal to the arbitrator’s decision, and instead, they can negotiate, thus leading to better consensus in a collation.

References

Agrawal, A., & Hockerts, K. (2019). Impact investing strategy: Managing conflicts between impact investor and investee social enterprise. Sustainability, 11(15), 4117.

Butterfoss, F. D. (2012). Transformational Leadership. In Coalitions and partnerships in Community Health (pp. 112–114). essay, John Wiley & Sons.

Karhu, P., & Ritala, P. (2018). Dilemmas and paradoxes: how managers make the toughest decisions. Journal of Business Strategy.

Reid, A., Abraczinskas, M., Scott, V., Stanzler, M., Parry, G., Scaccia, J., … & Ramaswamy, R. (2019). Using collaborative coalition processes to advance community health, well-being, and equity: A multiple–case study analysis from a national community transformation initiative. Health Education & Behavior, 46(1_suppl), 100S-109S.

Weible, C. M., & Ingold, K. (2018). Why advocacy coalitions matter and practical insights about them. Policy & politics, 46(2), 325-343.