...The Conflict Management Style: Avoidance Avoidance is an effort to not deal with a situation by leaving or escaping a conversation because it is bothering you. This could be during a negative confrontation or during a stressful situation. Someone who uses this conflict management style, more than likely just wants the problem to go away without trying to talk it out or have it be resolved. Avoidance is used by a lot of people who have high anxiety. I would be someone who chooses avoidance during most situations. I would choose avoidance over any other conflict management style. I feel as if I do this because I am trying to save me own feelings and assume that if I step back or even walk away from a situation, that eventually it will work...
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...Five Conflict Management Styles Here are the five conflict management styles according to Thomas, K.W., and R.H. Kilmann: Accommodating – This is when you cooperate to a high-degree, and it may be at your own expense, and actually work against your own goals, objectives, and desired outcomes. This approach is effective when the other party is the expert or has a better solution. It can also be effective for preserving future relations with the other party. 1. Avoiding - This is when you simply avoid the issue. You aren’t helping the other party reach their goals, and you aren’t assertively pursuing your own. This works when the issue is trivial or when you have no chance of winning. It can also be effective when the issue would be very costly. It’s also very effective when the atmosphere is emotionally charged and you need to create some space. Sometimes issues will resolve themselves, but “hope is not a strategy”, and, in general, avoiding is not a good long term strategy. 2. Collaborating – This is where you partner or pair up with the other party to achieve both of your goals. This is how you break free of the “win-lose” paradigm and seek the “win-win.” This can be effective for complex scenarios where you need to find a novel solution. This can also mean re-framing the challenge to create a bigger space and room for everybody’s ideas. The downside is that it requires a high-degree of trust and reaching a consensus can require a lot of time and effort...
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...Conflict Management Styles Paper Team B CJA/444 January 12, 15 Professor Walton Barnes • Stress One tool that is critical to the success of any law enforcement officer’s career is the ability to cope and deal with stress. Stress in the workplace is a significant factor in most career fields and has spurred numerous scientific studies (Beehr, 1995, Jex, 1998). Law enforcement is no exception to work related stress, and could be considered by some to be one of the most stressful fields of work. Using the Beehr and Newman Facet Model (Beehr and Newman,1978), Employees in a work environment can be affected by both personal situations and workplace situations. Depending on how employees deal with stress, it can affect both their personal lives, and their lives in the workplace. For law enforcement officers, stress at the workplace can arise from being involved in dangerous situations, experiencing traumatic injuries to other individuals, or being required to work unconventional hours. Officer’s need to deal with these stressors, and can do so in both positive and negative ways. Some positive ways an officers can deal with stress is through exercise or developing new hobbies. Negative responses to stress can manifest themselves in such destructive ways as alcoholism and drug abuse. If Officer’s are unable to develop positive ways to deal with stress, it could possibly lead to career ending mistakes. Inmate/officer...
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...Understand Yourself - Your Preferred Conflict Management Style For this assessment we were asked to put the five conflict management styles in rand order, based on how we have previously used these styles. I ranked the five conflict management styles in the following order: Collaborating Compromising Competing Avoiding Accommodating Collaborating with others tends to work best for me, but only when all other parties are also willing to collaborate. When this is not the case, I resort to compromising, but only as long as the compromise does not violate any of my core belief systems. If I believe strongly about something I am less likely to be willing to compromise my position. However, if the compromise involves a minor issue, and it does not violate my belief system, I have no problem letting the other person have what they want....
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...Intercultural Conflict Management How should we define an intercultural conflict? Is there any difference between a conflict and an intercultural one? The following chapter, which is a summary of the chapter “Constructive Intercultural Conflict Management” (Stella Ting-Toomey, Communicating Across Cultures, 1999, pages 194-197), attempts to answer these two questions. At the end of the chapter, we also include an extract of the “Intercultural Conflict Style Inventory” (Mitchell Hammer, 2002) 1. Definition of intercultural conflicts “Intercultural conflict is defined as the perceived or actual incompatibility of values, norms, processes, or goals between a minimum of two cultural parties over content, identity, relational, and procedural issues. Intercultural conflict often starts off with different expectations concerning appropriate or inappropriate behavior in an interaction episode.” (Ting-Toomey, 1999, p.194). Another author holds a similar view: “Conflicts are always cultural, since we are all cultural beings. Yet the very definition of conflict is challenging because of our cultural ways of seeing”. (Michelle Le Baron and Venashri Pillay, Conflict across Cultures, 2006, page 13). According to Le Baron, conflict occurs at ← the material level, or the “what” of the conflict; ← the symbolic level, the meaning of issues to the people involved, especially those meanings that resonate with peoples' identities, values, and worldviews; ← and the...
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...Personal Conflict Style Inventory How Do I Respond to Conflict? Instructions. Consider your response in situations where your wishes differ from those of another person. Note that statements A-J (Part One) deal with your initial response to disagreement; statements K-T (Part Two) deal with your response after the disagreement has gotten stronger. If you find it easier, you may choose one particular conflict setting and use it as a background for all the questions. Please Note. The reflection this inventory can create is more important— and more reliable — than the numbers the tally sheet yields. There are no "right" or "wrong" answers, nor have we "standardized" this instrument. Some takers agree with the results; others disagree. Whether you like the results or not, you should rely on them for an accurate picture of yourself only after further self-scrutiny and discussion with others. The inventory is merely a tool to enable these larger tasks. Part One Circle one number on the line below each statement. A. WHEN I FIRST DISCOVER THAT DIFFERENCES EXIST, I make sure that all views are out in the open and treated with equal consideration, even if there seems to be substantial disagreement. Not at all Characteristic Very 1 2 3 4 5 6 Characteristic B. WHEN I FIRST DISCOVER THAT DIFFERENCES EXIST, I devote more attention to making sure others understand the logic and benefits of my position than I do to pleasing them. Not at all ...
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...Questions 1. As depicted by Marsha’s actions and reactions in the case, I believe that Marsha uses the lose-lose conflict management style. Additionally, Marsha uses the avoidance conflict management style when she responds to the news from a co-worker about the amount of her percentage increase. She is clearly bothered by the information, however she avoids the issue – hoping and waiting that Fred would initiate a discussion and the pay increase be handled according to the dean’s guidelines. This particular style influenced this situation as Marsha did not help herself nor Fred; instead she internalized and carried her frustration. a. Marsha had substance goals, which are goals that deal with outcomes that are related to the content issues under negotiation (Uhl-Bien, Schermerhorn, and Osborn, 2014). Marsha’s goals were to be recognized by Fred for her contributions and impact on the department, plan her goals for the upcoming year and to be compensated adequately for her level of performance. b. Based on Fred’s goals for the performance levels of the department and wanting to reward performance and restore pay equity, Marsha would most likely have had more successful if she had leveraged a collaborative conflict management approach. 2. As demonstrated by his actions, I believe Fred utilizes both the win-lose and the lose-lose...
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...Conflict is driven by perception – if one party perceives one party has or can impact an interest of theirs, a conflict occurs Conflict management – the process by which individuals identify, address and resolve conflicts Traditionally conflict has been seen as being negative Now believed can lead to positive outcomes and are diff perspectives Focus of conflict – work related can be positive Personal issues likely to be unproductive Different people deal in different ways Conflict management styles: “Conflict is inevitable, but combat is optional.” — Max Lucade How you respond to and resolve conflict will limit or enable your success. People have different styles. Your thinking style or communication style might conflict with somebody else’s thinking style or their communication style. The good news is that conflicts in styles are easy to adapt to when you know how. By knowing your own default patterns you improve your self-awareness. Once you are aware of your own patterns, you can pay attention to whether they are working for you and you can explore alternatives. Avoiding Dominating Compromising Accommodating Collaborating Forcing - using formal authority or other power that you possess to satisfy your concerns without regard to the concerns of the party that you are in conflict with. Accommodating - allowing the other party to satisfy their concerns while neglecting your own. Avoiding - not paying attention to the conflict and not taking any action...
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...Discuss the conflict that is occurring at General Hospital. Introduction This document presents the conflict that occurred at General Hospital and recommendations on how it could have been resolved. It discusses the different management styles that were used to address the issues and it was communicated throughout the organization. The information provided was based off readings supported by (Hellriegel, D., & Slocum, J.W., Jr. 2011). The Conflict that Occurred at General Hospital in my opinion the conflict that is occurring in the General Hospital is the physicians are interested in obtaining personal benefits from representatives of pharmaceutical companies that distributes to the hospital. To stay competitive within the community, General Hospital’s CEO, Mike Hammer had to determine a way to reduce expenses and advance their technological medical services to increase revenues. Mike Hammer knew long term that the hospital’s would lose their accreditation and funding if they didn’t increase their revenue and advance their services. One of the hospital’s biggest expenses was physician-driven cost. Mr. Hammer felt the organization could reduce expenses if the physicians changed some of their medical ways of practices. He communicated his concerns to the director of medicine, Dr. Williams. However, Dr. Williams felt their current practices were the best way to operate the hospital and was opposed to any of Mr. Hammer’s ideas. When meeting with the director of medicine to...
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...the Controlling style, you manage conflict by hard bargaining or in terms of “might makes right.”Someone whose conflict management style is Controlling pursues personal concerns at another’s expense. If you conflict with someone of who uses the Controlling conflict management style, you may need to stand up for your rights, defend a position which you believe is correct, or simply try to win. The Controlling style of conflict management works well when you need to act quickly or when you believe you are correct. On the other hand, the Controlling style of conflict management intimidates people, and they may be afraid either to admit to problems or to give you important information. Collaborating When you use the Collaborating style, you manage conflict by negotiating and may believe that two heads are better than one. When Collaborating you work with others to explore their disagreement, generate alternatives, and find a mutually satisfying solution. The Collaborating style of conflict management allows you to learn from another’s perspective. It can be helpful when you need a decision that addresses both parties’ concerns. On the other hand, the Collaborating style of conflict management may be unsuitable either for minor decisions or when time is limited. Compromising When you use the Compromising style, you manage conflict by splitting the difference so that the solution partially satisfies both parties. The Compromising style of conflict management is useful when other...
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...Personal Conflict Management Style Paper Mark A. Pitts Comm/330 July 1, 2013 Analyzing Personal Conflict Management Style Paper This paper describes three conflict management styles. I discuss the conflict management style I use most frequently, and why? And the difficulties I encounter in dealing with others who use different conflict management styles. In the paper I discuss advantages and disadvantages of each conflict management style. In conclusion I will describe conflict avoidance and its interrelationship with conflict management. The three conflict management styles are (1) Competition, (2) Compromise, and (3) Collaboration. The competition conflict-management style occurs when people stress winning a conflict at the expense of one or more other people. People who have power or want more power often seek to compete with others so that others will accept their point of view as the best position. The compromise style of conflict management attempts to find a middle ground—a solution that somewhat meets the needs of all concerned. The word “somewhat” is important. Although on the surface a compromise can look like a “win-win” approach, it can also create a lose-lose result if nobody gets what he or she wants or needs. When trying to reach a compromise, it comes with the expectation of losing something and winning something simultaneously; it is also expect that others win and lose as well. As shown in the compromise style, there...
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...Conflict Management in an Organization Introduction Druckman and Diehl (2006) stated that conflict resolution involves a series of steps taken toward eliminating friction within members of a particular organization. Arbitrators or people holding neutral positions on the matter usually carry out conflict resolution. They may take a different approach depending on the type of conflict or the magnitude of the conflict. To alleviate issues between parties, active or passive conflict resolution is used. Griffin and Goodwin (2013) explained that active conflict resolution consists of accommodation, compromise, collaboration and competition. Each of these conflict resolution styles have advantages and disadvantages. This article “Conflict resolution” (Lansford, 2008) discussed the advantages enjoyed on application of active conflict resolution. The article also discussed the communication channels for use. Finally, the article identifies the timeline of events in communication of change. Active Conflict Resolution Strategies Active conflict resolution involves several strategies. When coupled with, they possess significant advantages in the processes of conflict resolution. For instance, a collaborative effort has significant advantages. First, it allows parties to express their grievances openly. As a result, the parties find mutually beneficial solutions. According to Lansford (2008) using this strategy, identification of the roots of a problem is possible. The organization is...
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...Sri Hadha Healthcare Systems The cause of the conflict between Mr. Jaishankar’s employees was because each party involved failed to accommodate on another on the preference of their radio station. The argument was unjust and uncalled for. The lack of compromising was also apparent in this incident. Rajaram and Buddy Jones need to learn how to act more professionally on the workplace. Had this incident escalated any further, someone could have gotten seriously injured. This would result in company lawsuits and even hospitalization of an employee. Each party in the incident should be accommodating to each other as to the rules of the radio. Instead, it resulted in a racial verbal assault on one another that could have offended all other employees overhearing the argument. Those who were involved acted childish and did not think rationally before acting. The style of conflict management that the distribution center employees are using is a competing style. These distribution center employees are using a low level of cooperativeness and high level of assertiveness. This creates a very hostile environment to work in. Each employee acts in a very selfish and argumentative manner. Both employees didn’t care to accommodate one another. They both felt that they would get their way by strong arming each other. This is clearly not the way employees should go about resolving conflict. It won’t promote a teamwork environment for employees and encourage an “everyman for themselves”...
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... Professor Management Studies Department Chittagong University, Chittagong. Submitted By: NUR-E-SHAFA Exam Roll: 2006/93 Class Roll: 4951 Management Studies Department Chittagong University, Chittagong. Conflict management- its nature, significance and impacts in BD firms Executive summary Whenever people talk of conflict or say that a conflict has developed, the usual impression is that there is something frightening. This notion prevails despite the fact that people know there is no organization which is altogether free from conflicts. Even non-profit and service organizations such as educational institutions and hospitals are not devoid of conflicts. Which is inevitably is recognized by an individual only when individual is faced with a conflict situation. In all other cases, one refers to it as bad and avoidable and regards it as a failure of parties in conflict. But productively engaging in conflict is always valuable. Most people are willing and interested in resolving their conflicts; they just need the appropriate skill set and opportunities in which to practice this skill set. Without a conflict skill set, people want to avoid conflict, hoping it will go away or not wanting to make a “big deal...
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...MGT 495 Assignment 1 Case # 01 Q. How to avoid such work related conflict? Answer. Conflict is a part of everyday life. There is conflict at home, at work, with friends, and even conflict in nature. The fact that conflict occurs isn’t the issue, but how to go about resolving conflict is what matters most. As a manager, the last thing you want is to have conflict between employees compromising all the positive energy in the workplace, creating a stressful and unproductive work environment. Positively Encouraging Alan should be positive and give your intention to the employees. Doing this is simple, quick, and makes your employees feel as though their work is being valued. One thing to keep in mind as a manager is that you are also a role model. Work and Humor In this case another way Alan could lighten up the mood in the office is by promoting humor at work, allowing your employees to have a little fun. While our job is our duty, it should also be our passion. Awareness unfortunately, no matter how hard you try to promote a positive environment at work, conflicts are bound to arise from time to time. At this point, be aware of what kind of conflict could be brewing. Seek Advice If you need help solving employee conflict, seek advice from someone who knows, like your company HR department or senior leadership. An outside perspective can be beneficial. One Step Ahead To avoid conflict from arising altogether, teach your employees how to go about handling...
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