Five Factor Model Of Interpersonal Conflict

Conflict is generally defined by four criteria: expressed tension, interdependence, perceived incompatible goals, and the need for resolution (Wood,

In Interpersonal Conflict, Wilmot and Hocker reference Rahim’s (2011) model of five different conflict styles: obliging, avoiding,

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.

CBP/OAM’s strategic objectives is to establish and maintain effective control of air, land, and maritime borders with the appropriate mix of infrastructure, technology, and personnel. OAM’s mission is to protect the United States from aircraft, vessels, and people engaged in illicit smuggling, terrorism and/or illegal immigration. Persistent Surveillance directly supports Strategic Goal One: Counter Terrorism and Transnational Crime, and Goal Two: Advanced Comprehensive Border Security and Management in CBP’s Vision and Strategy 2020 and the National Southwest Border Counternarcotic Strategy. In the Air and Marine Operations Vision and Strategy 2025, the core competencies of interdiction, investigation, domain awareness, and contingency

In team settings, individual team members generally handle conflict in five key ways as identified in an adaptation of the Thomas-Kilman Conflict Inventory (1976): Avoidance, Accommodation, Competition, Compromise, and Collaboration. All five conflict styles can be both beneficial and/or costly to individual and team success. It can also be argued that all five conflict styles may be useful to resolve conflicts under certain circumstances. Please review the five conflict styles listed below:

On December 23, 1913, due to a series of financial panics, the Federal Reserve System was created. The Federal Reserve, or the Fed, is the central banking system of the United States of America. The major financial crisis that mainly created the Fed system was the Panic of 1907, also known as the Knickerbocker Crisis. During the Panic of 1907 the New York Stock Exchange fell almost 50% from its peak the previous year. The Great Depression of 1930 was a key factor in the changes to the system. Through the years the Feds’ roles and responsibilities have expanded and its structure has evolved. Although the system was created because of an crisis, the U.S. Congress has established three key objectives for the monetary policy in the federal Reserve

The third form of Conflict management is Accommodation. When the task at hand is more important than the conflict that has arisen and when relationships may be damaged putting the entire project in jeopardy. With this method a team member may minimize the conflict in order to protect the relationship and ultimately the project. Some of the negative aspects in using this

In the time of Britain’s early settlements in the colonies, Puritans dominated a region known as the Massachusetts Bay Colony. Individuals under puritanic law were held to very strict social and religious standards— especially those honorable few who had chosen to be holy men. Nathaniel Hawthorne’s The Scarlet Letter characterizes Arthur Dimmesdale, a reverend pastor living in Boston, as a lost soul, struggling to find his purpose. The reverend remains on a dim, unclear path of life with a guilty conscience of his sinful past weighing him down for the vast majority of the novel. It is not until the end, when he freely confesses his fatherhood to Pearl, “The sin-born child,” that the author conveys Dimmesdale as a man at peace with his decisions,

We use neglect responses when we think the escalating disagreement will harm everyone or the person thinks they will lose if the conflict progresses

These behaviors are further incorporated into the concept built around the idea that people react in one of five basic ways when faced with interpersonal conflict situations; competing, collaborating, compromising,

In the second scenario, the parties in conflict are in a student-teacher relationship. Notably, the professor has the higher power in the relationship, and is better with usage of conflict styles than the student is. Furthermore, the results of the questionnaire determine that I exhibit very strong habits of collaboration in impersonal interpersonal conflict. “Integrating shows a high level of concern for one’s own goals, the goals of others, the successful solution of the problem, and the enhancement of the relationship” (Wilmot and Hocker 165), which I seem to possess even in an impersonal relationship. Particularly, the results of this situation, shows that I have strengths in avoidance, compromise, and accommodation-conflict styles. I understand my stance in this circumstance, and acknowledge the fact that I could use some improvements in these habits when dealing with conflict. Notably, the following discusses the benefits of knowing my conflict

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.

Do you agree with the approaches suggested by authors for the three types of conflicts – interpersonal-based, task-based and process-based?

52). This common belief among users of this style drives them to search for answers using all of the tools at the team’s disposal. The different dynamics of the team become assets. They see the differences that distinguish the members of the team as points of view are respected and viewed objectively. Differences like a male versus a female’s perspective, race, culture, and even social or economic status are viewpoints that give all in the team a bigger picture of the different issues they may need to consider when coming to a conclusion about how best to achieve their goal. Though this style is thought of as the best route for teams to use, it is also one of the most difficult. Even a person who has a natural talent or personality that promotes this style of conflict management has to practice to be effective using this style in a team setting. A person cannot be judgmental and must be sure not to take anything said personally. This is something that most if not all of the team members must have an awareness of. All team members have to feel comfortable with the results and with what was given up from their own personal point of view to arrive at the team’s decision. This style is also very demanding so it requires a good amount of patience. Depending on how quick a decision is needed it is not always possible for a team to achieve and some in the team may not believe that their best interests were achieved.

As I stated previously, my own conflict style tends to be accommodating. In a disagreement, I give my opinion and I listen to the other party’s and I usually end up giving in to what the other party wants. For the most part, I give in because I don’t like to argue and it just seems easier to keep the peace and give the other person what they want. When I look closer at this pattern I can see that I am accommodating out of fear that the situation