Conflict Management
Conflict Management
Conflict Management
STIMULATES INTEREST
MEANS FOR PROBLEMS TO BE HEARD
INCREASES COHESIVENESS
PROMOTES CHANGE
PROVIDES MEANS TO WORK TOGETHER
NEGATIVE FORCES OF CONFLICT
COMPETING COLLABORATING
COMPROMISING
AVOIDING ACCOMMODATING
THE FIVE CONFLICT-HANDLING MODES
MY WAY OR THE HIGHWAY
COMPETING COLLABORATING
TAKING QUICK ACTION
MAKING UNPOPULAR
DECISION
STANDING UP FOR VITAL
COMPROMISING
ISSUES
PROTECTING YOURSELF
AVOIDING ACCOMMODATING
OVERUSE OF COMPETING UNDERUSE OF COMPETING
• LACK OF FEEDBACK • RESTRICTED INFLUENCE
• REDUCED LEARNING • INDECISION
• LOW EMPOWERMENT • DELAYED ACTION
• SURROUNDED BY “YES” PEOPLE • WITHHOLDING OF CONTRIBUTIONS
THE FIVE CONFLICT-HANDLING MODES
IT WOULD BE MY PLEASURE
SHOWING
COMPETING COLLABORATING
REASONABLENESS
DEVELOPING PERFORMANCE
CREATING GOODWILL
KEEPING “PEACE”
COMPROMISING RETREATING
MAINTAINING PERSPECTIVE
AVOIDING ACCOMMODATING
OVERUSE OF UNDERUSE OF
ACCOMMODATING ACCOMMODATING
OVERLOOKED IDEAS LACK OF RAPPORT
RESTRICTED INFLUENCE LOW MORALE
LOSS OF CONTRIBUTION BY-THE-BOOK REPUTATION
ANARCHY INABILITY TO YIELD
(DISORDER/CHAOS/LAWLESSNESS)
THE FIVE CONFLICT-HANDLING MODES
AVOIDING ACCOMMODATING
OVERUSE OF UNDERUSE OF
COLLABORATING COLLABORATING
TOO MUCH TIME IN TRIVIAL MATTERS LACK OF COMMITMENT
DIFFUSED (SOFT, GENTLE, SUBTLE) LOW EMPOWERMENT
RESPONSIBILITY LOSS OF INNOVATION
WORK OVERLOAD
THE FIVE CONFLICT-HANDLING MODES
LET’S MAKE A DEAL
COMPETING COLLABORATING
RESOLVING ISSUES OF
MODERATE IMPORTANCE
REACHING RESOLUTION
WITH EQUAL POWER AND
COMPROMISING STRONG COMMITMENT
CREATING TEMPORARY
SOLUTIONS
DEALING WITH TIME
AVOIDING ACCOMMODATING CONSTRAINTS
BACKING UP
COMPETING/COLLABORAT
ING
OVERUSE OF UNDERUSE OF
COMPROMISING COMPROMISING
LOSS OF BIG PICTURE PERSPECTIVE FREQUENT POWER STRUGGLES
LACK OF TRUST INABILITY TO NEGOTIATE
CYNICAL (PESSIMISTIC/SARCASTIC) EFFECTIVELY
CLIMATE
STYLES OF CONFLICT MANAGEMENT
1. FORCING
2. AVOIDING
3. ACCOMMODATING
4. COMPROMISING
5. COLLABORATING
STYLE 1: FORCING
STYLE 1: FORCING FORCING
OBJECTIVE Get your way
YOUR POSTURE “I know what’s right. Don’t question my judgment
or authority”
SUPPORTING RATIONALE It is better to risk causing a few hard feelings than
to abandon a position you are committed to”
LIKELY OUTCOME You feel vindicated, but other party feels defeated
and possibly humiliated
STYLE 2: AVOIDING
STYLE 2 AVOIDING
OBJECTIVE Avoid having to deal with conflict
YOUR POSTURE “I’m neutral on that issue, let me think about it”
SUPPORTING RATIONALE Disagreements are inherently bad because they
create tension.
LIKELY OUTCOME Interpersonal problems don’t get resolved,
causing long term frustration manifested (visible)
in a variety of ways
STYLE 3: ACCOMMODATING
STYLE 3 AVOIDING
OBJECTIVE Avoid having to deal with conflict
YOUR POSTURE “I’m neutral on that issue, let me think about it”
SUPPORTING RATIONALE Disagreements are inherently bad because they
create tension.
LIKELY OUTCOME Interpersonal problems don’t get resolved,
causing long term frustration manifested (visible)
in a variety of ways
STYLE 4: COMPROMISING
STYLE 4 COMPROMISING
OBJECTIVE Reach an agreement quickly
YOUR POSTURE “let’s search for a mutually agreeable solution”
SUPPORTING RATIONALE Prolonged conflicts distract people from their
work and engender bitter feelings
LIKELY OUTCOME Participants become conditioned to seek an
expedient, rather than effective solution.
STYLE 5: COLLABORATING
STYLE 5 COLLABORATING
OBJECTIVE Solve the problem together
YOUR POSTURE “This is my position, what is yours? I’m
committed to finding the best possible solution”
SUPPORTING RATIONALE The position of both parties are of equal
importance. Equality emphasis should be placed
on the quality of the outcome.
LIKELY OUTCOME Participants find an effective solution.