Nick Cunningham's Merger

Nick Cunningham the problem is that he faces conflicts on three different fronts. Unfortunately, his situation cannot be solved by determining whether or not the conflicts are functional or dysfunctional. Moreover, Nick must understand the perceived conflicts are viewed and read differently from each player who is a part of this merger. Synergon has experience merging with companies and primarily focus on functional conflicts with the overall goal leading to positive consequences. However, Beauchamp feels as if the merger has brought dysfunctional conflict because the only experiences they realize from the merger are the negative consequences. Lastly, Nick Cunningham himself is stuck in the middle with his own moral and ethical dilemmas

For example, Synergon scrapped Beauchamp’s Associate Bonus Plan and their cafeteria. Additionally, Beauchamp was required to abide by Synergon’s purchase and travel program, and all loan requests were needed to have multiple approvals from Synergon before Beauchamp’s approval of credit to their customers. Further, Beauchamp employees were overburden by being required to fill out additional and unimportant forms. Understandably, Nick may have to worry about negative consequences from the scrapping of Beauchamp’s bonus plan and cafeteria such as: creating a negative climate and increasing hostility and aggressive behavior. Next, changing the purchase and travel program and requiring additional approvals could interfere with communication and reduce Beauchamp’s ability to compete in the local UK marketplace. Lastly, creating extra work by requiring additional forms could produce negative consequences like diverting energy from work or wasting resources the company does not have. Therefore, Nick must be able to see both points of view and understand both sides of the story. First, the source of conflict could easily be summed up by labeling it as interorganizational conflict. Sims (2002) describes interoganization conflict often occurs during mergers and acquisitions between one organization and another. Also, Sims states ineroganizational conflict usually requires

More importantly, Nick would establish himself with his immediate boss and other supervisors as someone they can trust for additional jobs or more responsibility. Thus, understanding the differences between functional and dysfunctional conflict will help him determine what consequences can be expected and how to exploit the effects before anyone else can. Further, it is easy to assume and match a source of conflict to just one cause, however, take the time to identify if there are additional reasons. Determining the cause in the beginning is always easier to handle than trying to chase problems around and never knowing if you can find a solution. Also, one style of conflict management may not work alone to solve a problem, and a combination or blend of styles may be