Evaluating Conflict Management Style

10. 3/3 I try to integrate my ideas with the other’s to come up with a decision

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

Behavioral scientists Kenneth Thomas and Ralph Kilmann, who developed the Thomas-Kilmann Conflict Mode Instrument, have identified five styles to responding to conflict—competition, collaboration, compromise,

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

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

I find that my desire to avoid can put off the wrong vibe to those under my care. The last thing I want people to think of me when it comes to conflict is that I attempt to avoid it at all cost. That can be casted in a negative light. The greatest room for improvement for me in this area is using this style more out of habit than using it when necessary. Since I scored high, there is a good chance I am overusing this style. I have to be more intentional in how I deal with conflict. Though I tend to see conflict as a disruption in the flow and the work at hand and in my opinion it causes unnecessary stress so I only attempt to address it when it is unavoidable. This can hurt my leadership position in a lot of cases and I must learn to use it

Conflict is a fact of life - for individuals, organizations, and societies. The costs of conflict are well-documented - high turnover, grievances and lawsuits, absenteeism, divorce, dysfunctional families, prejudice, fear. What many people don't realize is that well-managed conflict can actually be a force for positive change.

style of conflict management is generally collaborating, with a fallback to accommodating. If all else fails

Out of the five conflict-handling styles my strongest style is avoiding. Now I wouldn’t consider this to be a good thing or the most productive way to handle conflicts, but in a lot of cases I personally have found myself avoiding conflict as much as possible because I am not a confrontational person. Though, I have learned that by avoiding the conflict occasionally it only makes the situation worse because it can be perceived as being passive aggressive. Although that is not my intentions I am just trying to avoid the encounter to prevent any other conflicts that may come about if confront the situation. Therefore, I am trying another tactic that will bring a more positive outcome to the uneasy situation, which is by integrating the conflict.

There are four distinct conflict styles which are the levels of assertiveness and cooperativeness that are employed by a person in a conflict situation. Everyone has their own individual conflict style; my own style tends to be accommodating. This means that I am not very assertive and I am very good at cooperating with those I am in conflict with. In this essay I will examine each conflict style and my own choice of style and why I tend to default to this style. I will also examine whether or not my choice of the accommodating style is the best approach to resolving conflict, and discuss the advantages of learning to use each of the styles in specific situations.

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.

Conflict management is the detriment of many teams or groups in accomplishing its goals. This is because most people do not understand the different conflict styles and how to apply the rules and principles associated with the style you may be dealing with. In this paper I will analyze three of the five management styles discussed in the textbook Communication in Small Groups. Avoidance and competition are two styles that I believe have the greatest effect on hindering a group or team from accomplishing its goals. Collaboration, however, is a style that I believe is most effective in

In regards to the employee who got upset at his manager feeling unfairly passed over for a promotion, one would suggest a positive approach to deal with such a conflict would be through empathic understanding and negotiation. Rogersn (as cited in Kottler, 2004) outlines empathy as the process of attempting to acknowledge, from the client’s frame of reference, the thoughts and feelings underlying behavior. Negotiation happens among two or more interdependent parties who have acknowledged conflict between their needs and desires yet believe a negotiated outcome is greater and better to what they could achieve unilaterally (Raines, 2012). The manager could accommodate and offer to promote the employee in the next set of months if certain deadlines are met.

The styles of conflict assessment gauge my patterns of dealing with differing personalities and agendas. The assessment shows that I lean toward an accommodation style. According to Bethel University (2011), the accommodation style is high in cooperativeness and low on assertiveness. The advantage of the accommodation style is the focus on the needs and concerns of other people. When I disagree with someone, I try to see the world from his or her perspective. For example, I tend to have a liberal view toward politics; however, I find that I reach conclusions on things the same way conservative people reach conclusions, which is dictated by prior beliefs and personal circumstances. In other words, I relate to their decisions even though I disagree. However, there are disadvantages to the accommodative style. The accommodative style smooths over differences and allows the conflict to remain. The primary contributor to the unresolved situation is the low amount of assertiveness (Bethel University, 2011).

In trying to resolve the conflict between Reece and Patel, Edwards used an avoidance strategy. Instead of speaking directly about the root causes, or sources, of the conflict, Edwards focused on the behaviors and treated Reece and Patel like children. Edwards scolded them, and sent them off without bothering to find out what was bothering the two. Of course, this type of conflict resolution is ineffective because it fails to address the underlying issues. As Anderson (n.d.) points out, addressing the problem is key to conflict resolution. "When a conflict does happen, a manager needs to focus the conflicting parties on the issue and have them leave out any personal problems they may be having," (Anderson, n.d.).