Conflict Management Style Analysis

There are five conflict-handling styles: Forcing Style, Collaborating Style, Compromising Style, Avoiding Style and Accommodating Style. The compromising style “refers to behaviors at an intermediate level of cooperation and assertiveness. (Hellriegel, Slocum pg. 392) ” The person using is style tries to meet a goal by give-and-take. The accommodating style “refers to cooperative and unassertive behavior. (Hellriegel, Slocum pg. 393) ” The person using this style tries to accomplish a goal by using unselfish acts that will promote cooperation in others by complying with their wishes. The collaborating style “refers to high levels of cooperative and assertive behavior. (Hellriegel, Slocum pg. 391) ” The person using this style is using a win-win approach to working with others and handling conflict. When the CEO of General Hospital, Mike Hammer first attempted to control physician-driven cost he used the collaborating style by trying to convince the Director of

The collaborative style views conflicts as problems to be solved and finding creative solutions that satisfy all the parties’ concerns. You don’t give up your self interest; you dig into the issue to identify the underlying concerns, test your own assumptions, and understand the views of others. Collaboration takes time and if the relationship among the parties is not important, then it may not be worth the time and energy to create a win-win solution. However, collaboration fosters respect, trust, and builds relationships. To make an environment more collaborative, address the conflict directly and in a way that expresses willingness for all parties to get what they need.

Separate assessments of my conflict style reveal that I have become primarily attuned with the integrating style of conflict management, which came as no surprise to me, as I found the results of the assessments to be accurate. However, the assessments also showed that I was nearly equal in the compromising style, leading them to be a near tie. I would be the first to admit that his has not always been the case. It has taken a fair amount of life experience and focused effort in order to move away from the predominate style of compromise

There are different conflict management styles, the dictatorial style, which insists that things are addressed their way and the low self -esteem style, which just allows others to have it their way. It is up to the individual to decide which way works for them. Additionally, the abdicator handles conflict by bowing out or walking away. This method is unhealthy because it robs the offended growth opportunity, which results from working through issues (Pegues, 2009, p.49). Another style is the collaborator, which often involves cooperation and pulling together to reach a common purpose and are emotionally balanced.

My conflict style that I think best describes me is collaborating. I do like to have a conversation after conflict and solve problem, and I like to make a person feels that it it win-win situation. I don't want to have a conflict with someone and keep thinking that he or she thinks bad things about me. So, even when I know the person was wrong, but he or she doesn't not accept the wrong doing. I try to make it win-win-situation just to keep moving without thinking bad thing. In fact, In collaborating style, many potential problems could arise, such as blaming each other, regret after conflict, not agreed

This same occurrence can happen between male and female management personnel that can’t seem to see eye to eye and have issues that lead to conflict. According to (Conflict Management Modes and Leadership Styles) “most individual characteristics have an impact on the instruments analyzed, for example: younger managers are more task-oriented, while older managers are typically relationship- oriented and avoid conflicts, women are more collaborative and avoid conflicts less and men tend to use the accommodating mode more than women. “Rather surprisingly, according to our survey, women appear to be more

The purpose of the conflict management is to allow an individual to identify preferred conflict styles according to conflict management style assessment. In the conflict Management Assessment, the collaborating style is the most aligned to my management style. According to conflict management, collaborating styles are solved in an ideal result and is provided for all involved. Usually both sides get what they want and negative feelings are reduced. Generally, the pros of this management style create mutual trust, maintains positive relationship and builds commitments. The cons are that it is time consuming and energy consuming.

Now that I am aware of the different types of conflict management styles and how they work in differing situations, I will be able to adjust my style based upon the circumstances. Even though my preferred style utilizes harmony and synergy, it is not going to work in every situation. There are times when one employee has an idea that will work best and the other employee has an idea that would not work, it is my responsibility to ensure every employee still feels important enough to bring ideas to the table and also understand why their idea would not work.

Competition is when an individual “achieves a victory through force, superior skill, or domination”. This type of approach fails to address the root cause of the conflict and suppresses the desires of other conflicting individuals; therefore resulting in future conflicts over the same issues. Collaboration is when all conflicting parties recognize something is wrong and needs attention. This is an ideal approach. When collaborating, groups respect each others ideas, opinions, and suggestions, and understand each others point of view. This allows group members to eventually accept the logic of a different point of view and accept that logic; therefore resulting in a consensus. Compromise is when each group gives up something of value to the other group. This is an appropriate approach when: there is insufficient time, issue not worth time or energy, or there’s no realistic or easy agreement.

In this case study we will be analyzing a conflict between coworkers from "Not on My Sabbath" by Joy Koesten. The situation involves a woman, Joan, who has been highly successful in the agency in which she works. A problem arises between her and her coworker/superior, Sue, who is seemingly jealous of Joan's quick success. Sue ends up making a change to Joan's job description that conflicts with her religious practices. We will be analyzing their goals, styles, tactics, and approaches to this conflict.

The dynamics of a team relies heavily on the interaction of team members during times of conflict not just during times of agreement. Often groups seek to achieve a cohesive relationship in an effort to unite the team towards its goals. Group members can make the mistake of subverting conflict in an attempt to maintain this team unity. Conflict serves a valuable role in effective group interactions that must be understood by participants of a team. An examination into the characteristics of conflict and cohesion and the relationship between the two dynamics can provide perspective to

In this writing, we will explore and explain strategies of conflict resolution and, encourage teams, individuals and society as a whole to use some of these ideas for their own resolution purposes. “In many cases, effective conflict resolution skills can make the difference between positive and negative outcomes.” (Conflict resolution, 2008). With this in mind, individuals will have hope for a more positive team experience.

When the word “conflict” is projected, it is almost always perceived as nothing good; or, something bad is bound to happen. This perception is normal (Domenici & Littlejohn, 2001) because conflict is inevitable to anyone ranging from personal to worldly levels throughout various types of circumstances where their needs and wants could be compromised. Using a real conflict, this text aims to describe and discuss causes of conflict, resolution skills, application and challenges in the same of a conflict model.

Organizations that teach employees how to manage conflict effectively create a climate of innovation that encourages creative thinking and opens minds to new, previously unexplored, possibilities. Considering the possibility for new ways of approaching challenges and meeting the demands of a competitive business world can result in improvements that benefit staff as well as the organization.

Scholars indicate that conflict does not just erupt but is built up in stages until it reaches final stage where it erupts and that is the final stage that will then require mediation. The first stage is usually referred to as "unstable peace" or "latent conflict". This is experienced when the groups, people, nations or organizations involved have, some differences that bother one party or even both parties, though the differences are not so grave that they are bound to trigger one group or both to act in a manner geared towards altering the status quo. One of the most common cause of latent conflict is the power differential between the groups involved or between individuals. These seeds of latent conflict can be in existence for long before people are even aware of them and there is a higher chance that the privileged side may never be aware of the building tension (Eric Brahm, 2003).