Looking at the Five (5) Interpersonal Conflict Management Strategies, discuss and identify the following aspects for each of them:
1.) Strengths
2.) Limitations and/or Weaknesses
3.) Best Used Situations @ the Workplace
Conflict is a persistent part of organizational life. However, according to William James, when conflict is approached constructively in the epigraph, it can also be advantageous. (Kay, A. A., & Skarlicki, D. P., 2020).
1.) Accommodating
This style turns your
back on your own needs in exchange for those of others. One would be putting the
concerns of others before your own. This style is very me as suggested by McClelland’s
acquired needs framework, the need for Affiliation.
A collaborative style of
managing conflict refers to a high level of concern for both one’s concerns and
those of the other party. (Kay, A. A., & Skarlicki, D. P., 2020)
Strengths
· Demonstrates
mutual respect for your team members’ needs
· Establishes
a good working environment and camaraderie
· Trust
and teamwork
Limitations and/or
Weaknesses
· Exploitation
if the other party involve always accommodates and doesn’t have the gull of
reciprocation
· No
growth as people will always rely on the person who is always accommodating
Best used situations @
the Workplace
· Useful when the issue is more important to the other person, maintaining a good relationship, or when you have less expertise in the conflict. It can be appropriate for non-critical decisions
2.) Avoiding
This style completely
evades the conflict. You would neither chase your views nor those of the other people
involved. You will constantly push back or entirely ignore the clash whenever
it comes up.
This style could be assumed
to use when the conflict seems minor, you don’t have the time, you need more
time to think, you feel as though you have no chance of winning, or you’re afraid
of being met with hatred.
While avoiding conflict
can be effective in some sense, it can be highly problematic as a general style
of conflict. Without hawking with the essential concerns, the disputing parties
are unable to exchange information and find equally acceptable resolutions. (Kay,
A. A., & Skarlicki, D. P., 2020).
Strengths
· Provides
temporary relief and prevents immediate escalation
· Can
create a prospect for sentiments to calm down
· Suitable for minor issues or when immediate action isn’t essential
Limitations and/or Weakness
· No
conflict has been resolved or the underlying concerns are not discussed
· May
lead to periodical conflict (Kay, A. A., & Skarlicki, D. P., 2020)
· can
hinder efficiency or damage relationships within the team
· “Lose-lose” approach to managing conflict (Kay, A. A., & Skarlicki, D. P., 2020)
Best Used Situations @ the Workplace
· This is suitable for minor conflicts that are unlikely to escalate, issues that may resolve themselves over time or when emotions are running high and need time to settle
3.) Compromising
A compromising style
attempts to find a solution that will partially please all parties involved. You
would work to find a middle ground between all the needs, which would typically
leave people discontented or only satisfied to a certain extent. This style
could be appropriate when it’s more important to solve for the solution to be
great or you just need a temporary solution for the moment.
Compromising includes
focusing on the parallels between the two groups by overlooking alterations, vents
thoughts that agree and yield to make the other party happy. (BaAoAul, C., 2021).
Strengths
· Allows
for a middle-ground solution that partially satisfies each party
· Demonstrates a willingness to reach a resolution and maintain relationships
Limitations and/or Weakness
· May
not fully address the underlying concerns of either party
· Can
lead to resentment and/or dissatisfaction
· Requires a willingness to make yielding and find common ground
Best Used Situations @ the Workplace
· It can be suitable for decisions about resource allocation, schedule adjustments, or choosing between two viable options
4.) Collaborating
A collaborating style
attempts to find a solution that will meet the needs of all parties’ concerns. Rather
than trying to find a middle-ground solution, you would aim for a solution that
satisfies everyone and ends up being a win-win situation. This style could be
appropriate when multiple perspectives need to be addressed, there is an
important relationship between the parties, and the final solution is too important
for anyone to be displeased.
Strengths
· Encourages
open communications and active listening
· Fosters
creativity and innovation through diverse perspectives
· Builds
trust and strengthens relationships
Limitations and/or Weaknesses
· Time-consuming
process, requires thorough discussions
· May
not be suitable for demanding issues
· Requires
willingness to cooperate and find a mutually beneficial solution
Best Used Situations @
the Workplace
· Collaboration works well when there is a need for a long-term resolution, complex issues, or situations where multiple perspectives and expertise are valuable such as team development/team conflict
A competing style takes a
firm stand and refuses to see the other parties’ perspective. You would keep insisting
your stance or rejecting other ideas. This style could be appropriate when you must
stand up for your rights or morals, need to make a quick decision and force others
to get on board, need to end a long-term conflict, or must prevent a terrible,
opposing decision.
Competing style is a hostile
and stubborn approach based on the power that one imposes one’s will on others.
(Alan, H., Gül, D., & Baykal, Ü., 2022)
Strengths
· Quick
decision-making and action
· Suitable
for situations requiring strong leadership
· Can
establish clear boundaries and assert one’s rights
Limitations and/or
Weaknesses
· Damage
trust and strain relationships
· May
not foster collaboration
· Can lead to win-lose outcomes and long-term negative consequences
Best Used Situations @
the Workplace
· Competition is appropriate for urgent situations, when unpopular decisions need to be made, or when maintaining authority. It can be useful in situations where immediate action is necessary or when there is a need for a clear direction and accountability
Reference
Kay, A. A., &
Skarlicki, D. P. (2020). Cultivating a conflict-positive workplace: How
mindfulness facilitates constructive conflict management. Organizational
Behavior and Human Decision Processes, 159, 8–20, p. 9. https://doi.org/10.1016/j.obhdp.2020.02.005
Kay, A. A., &
Skarlicki, D. P. (2020). Cultivating a conflict-positive workplace: How
mindfulness facilitates constructive conflict management. Organizational
Behavior and Human Decision Processes, 159, 8–20, p. 8. https://doi.org/10.1016/j.obhdp.2020.02.005
Kay, A. A., &
Skarlicki, D. P. (2020). Cultivating a conflict-positive workplace: How
mindfulness facilitates constructive conflict management. Organizational
Behavior and Human Decision Processes, 159, 8–20, p. 8. https://doi.org/10.1016/j.obhdp.2020.02.005
Kay, A. A., &
Skarlicki, D. P. (2020). Cultivating a conflict-positive workplace: How
mindfulness facilitates constructive conflict management. Organizational
Behavior and Human Decision Processes, 159, 8–20, p. 9. https://doi.org/10.1016/j.obhdp.2020.02.005
Kay, A. A., &
Skarlicki, D. P. (2020). Cultivating a conflict-positive workplace: How
mindfulness facilitates constructive conflict management. Organizational
Behavior and Human Decision Processes, 159, 8–20, p. 9. https://doi.org/10.1016/j.obhdp.2020.02.005
BaAoAul, C. (2021).
Conflict management and teamwork in workplace from the perspective of nurses.
Perspectives in Psychiatric Care, 57(2), p. 612, https://doi.org/10.1111/ppc.12584
Alan, H., Gül, D., &
Baykal, Ü. (2022). The relationship between the conflict management strategies
and ethical leadership behaviours of nurse managers perceived by nurses.
Journal of Nursing Management, 30(7), p. 2372, https://doi.org/10.1111/jonm.13840
No comments:
Post a Comment