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Theory of conflict management
The outcome of conflict management style
The outcome of conflict management style
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1. Were you surprised by the results of your conflict handling styles assessment? Why or why not? Explain. Conflict management styles vary from person to person. The five styles are avoiding, accommodating, forcing, compromising, and collaboration. According to the assessment my primary style is compromising and my back up style is accommodating. I am surprised by these results and I do not feel they are accurate. The inaccuracy is most likely due to my lack of strong answers. I believe that my primary style is collaboration. It is collaboration because I do strive to win but still let the other parties win as well. I would agree that my back up style is compromising because I will give something up if it means an overall resolution. 2. Were the scores for your primary and backup conflict handling styles relatively similar, or was there a large gap? What does this imply? Discuss. …show more content…
I consider these styles to be fairly similar to each other. As aforementioned, the closeness of the scores may be caused by my answering method. However, since these styles are alike, it does imply that I have a general “let’s work through this together” approach to dealing with conflict. 3. What are some skills you can work on to become more effective at handling conflict? Describe and explain. I have a tendency to push for resolution in my favor because I often have analyzed a particular situation with such great depth that I feel I have worked out what the optimal solution is. Therefore, a skill I could improve on is being more balanced in making deals or when reaching agreements. Meaning, I could work on seeing that the other party needs to see a benefit from the deal in order for there to be a resolution. Part
According to Robin (2002), there are five conflict resolution styles: confront compromise, collaborate, accommodate, and avoid. Identify the preference(s) you most often use from these resolution styles. Think about times you have interacted with styles other than your own. Once the differences between these styles are identified, they can be managed, and the appropriateness of when to use them can be determined.
In our last unit, we learned that emotions can have a huge impact on how conflicts are driven and also the outcome. The styles ask us what individual styles each party uses. The negotiation asks: are the parties able to negotiate with one another? Why or why not (Wilmot & Hocker, 2011)?
During the sessions, I realized that my strengths are providing the appropriate amount of verbal and nonverbal signals to the other participant during the conversation. Something that I could work towards is becoming a better listener when the subject matter might not interest me. It is easy to stay engaged in a conversation that strikes interest, but harder to do the same when it might not be as appealing. Living in a shared space with someone I wasn’t familiar with was a learning experience. Having that occurrence has prepared me to be comfortable with managing conflicts. Even though I had the privilege to live alongside another person there will be situations where I am not as skilled despite previous experiences. In preparation, I can continue to grow in this area by practicing my listening skills and understanding that each resident is different. Therefore, different methods of action should take place, and knowing the appropriate places to refer someone is another way I can continue to grow. After taking the assessment on personal conflict management styles I learned more about how I deal with conflict. I learned that I am more likely to look past differences to save the relationship and I would opt for a calmer approach to conflicts when I notice there a difference between me and another individual. I am comfortable with managing
According to Riaz and Junaid (2010), there are four levels of conflict evaluation: intragroup, intergroup, intrapersonal and interpersonal. Sources of intrapersonal conflict include inappropriate demand on one’s capacity, goal incongruence and mal-assignment. Mal-assignment rises in cases where an employee is allocated a task to which he or she does not have the right skills or knowledge, commitment or aptitude. The employee experiences an overloaded qualitative role resulting to role conflict. The employee is unable to satisfy the specified capacity even if he or she works to his or her capacity leading to quantitative ro...
Straus, M. A. (1987). The Conflict Tactics Scales and its critics: an evaluation and new data on validity and reliability.
4) Teacher will ask overarching questions: “To what extent does experiencing conflict impact your life?”
One of the practical restraints possible to happen is that the company will have to allocate human resources, time, and money for legal assistance in order to complete the investigation. Time that is supposed to be spent on development of other projects will be used to interview key people and eyewitnesses. In the same manner, Steven and other employees will have to temporarily halt their tasks to attend to closed-door meetings.
Managing conflict is a difficult task that we all face, but becoming aware of your own characteristic style could help determine why conflicts result exactly the way they do. It helps determine what is a healthy outcome. Each circumstance is different.
Many people enjoy working or participating in a group or team, but when a group of people work together chances are that conflicts will occur. Hazleton describes conflict as the discrepancy between what is the perceived reality and what is seen as ideal (2007). “We enter into conflicts reluctantly, cautiously, angrily, nervously, confidently- and emerge from them battered, exhausted, sad, satisfied, triumphant. And still many of us underestimate or overlook the merits of conflict- the opportunity conflict offers every time it occurs” (Schilling, nd.). Conflict does not have to lead to a hostile environment or to broken relationships. Conflict if resolved effectively can lead to a positive experience for everyone involved. First, there must be an understanding of the reasons why conflicts occur. The conflict must be approached with an open mind. Using specific strategies can lead to a successful resolution for all parties involved. The Thomas-Kilmann Conflict Mode Instrument states “there are five general approaches to dealing with conflict. The five approaches are avoidance, accommodation, competition, compromise, and collaboration. Conflict resolution is situational and no one approach provides the best or right approach for all circumstances” (Thomas, 2000).
Conflict theory are perspective in sociology psychology that accentuate the social, political, or material inequality of a social group, that analysis the broad socio-political system, or that weaken from structural functionalism and ideological conservatism. With conflict theory, you will see tensions, status, and power are unevenly distributed between groups in society, which these conflicts become the purpose of social change. Conflict theory usually arise due to competition and limited resource that is feed by domination and power, rather than consensus and conformity. This is seen a lot on macro level. As a social worker, you will see and use conflict theory throughout your professional.
Thomas, K. W. (1992). Conflict and conflict management: Reflections and update. . Journal Of Organizational Behavior, 13(3), 265-274.
Weeks, D. (1992) The eight essential steps to conflict resolution: preserving relationships at work, at home, and in the community. New York: Tarcher/Putnam.
Borisoff, D., & Victor, D.A. (1998). Conflict Management: A Communication Skills Approach (2nd Ed.). Boston, MA: Allyn and Bacon.
Gross and Guerrero (2000) supported Rahim’s conflict management styles and identified that these styles are associated with organizational climate and culture, job satisfaction. Their research on 50 employees uncovered some facts include employees who were involved in unmanaged conflict end up in job dissatisfaction and subsequently their performance deters (p. 208). The competence-based model developed by Canary, Cupach and Serpe (2001) contrast with Rahim’s theory, where the effectiveness of conflict management styles is based on the situation and understanding of individuals (p. 81). They tried to find a resolution for the conflict instead of implementing the strategy to reduce tension by applying conflict management styles, resulting in inconsistent outcomes (p. 531).
In American colloquial English, the word “conflict” has come to be used almost exclusively to convey a negative experience or encounter such as a war, battle, fight, or other dispute. Current conflicts in 2016 include the United States’ wars in Iraq and Afghanistan, the presidential election, and Black Lives Matter vs. municipal police departments. However, one of the definitions of the word “conflict” includes a “mental struggle resulting from incompatible or opposing needs, drives, wishes, or external or internal demands” (Full definition of conflict, n.d.). The important part to note in this definition is that while the existing “opposing needs, drives, wishes, or external or internal demands,” may be incompatible, the use of the word,