Conflict Management Styles
Conflict Management Styles
Conflict Management Styles
1. Avoidance (Leave-lose/win):
It is non-assertive and non-cooperative. The manager may think or pretend
that no conflict exists or just ignore it. This strategy is used when the effort to
resolve is not worth the salt. But this approach over the time worsens the
situation.
2. Accommodating (Yield-lose/win):
Accommodating is non-assertive and cooperative, just opposite of competing.
To solve the conflict, if someone puts his interests last so as to satisfy
concerns of other people by giving in, sacrificing, or accepting, or yielding to
other’s view point, it is called accommodation.
However, being too accommodating too often can weaken your position to
the point where your voice is never heard. There will be high relationship
orientation. This style is also used when the new approach is to be used in the
very near future. It may solve the conflict for the other party, but a conflict
will begin in manager. This style is not objective.
3. Competing (Win/lose):
The style is assertive and non-cooperative. A person puts his/her interests
before anyone else’s interests. It is also known as dominating style. One
stands up for his rights and uses all the power to win his position. There is
low relationship orientation. Managers, using this style, want others to follow
his dictates or get his way.
This style can be used only when one’s leadership is established. There
would be low relationship orientation Low relationships orientation a lion can
be a symbol of a competitive style. The lion’s roar helps the lion to satisfy its
interests.
4. Compromising (Mini-win/mini-lose):
It is some assertive and some cooperative. Compromise is on the path toward
collaboration, somewhere between competition and accommodation. The
style means mutual give-and-take to satisfy both parties, or both may say,
“Something is better than nothing.” It has equal distance between competing
and accommodating.
5. Collaborating (Win/win):
It is assertive as well as cooperative, just opposite of avoiding. It may also be
called integrative style. This style focuses on satisfying the underlying
concerns of both the parties, meeting many current needs by working
together. Through this style, employees develop ownership and commitment.
Sometimes this style gives birth to new mutual needs.
3. Regular Reports:
A manager must get progress report about his subordinates regularly,
indicating achievements, current needs and future scenario.
4. Training:
Every manager needs to be provided training in interpersonal
communication, conflict management, and delegation of authority.
5. Mutual Development of Procedures:
For routine tasks, the procedures should be developed keeping in mind the
inputs received from employees. If possible, encourage them to write. Such
written procedures should be distributed to all concerned. If the need be,
concerned employees be trained in those procedures.
2. Self-concept:
The way we think and feel about ourselves and opinions about others affects
as to how we approach conflict with the other person.
3. Expectations:
If we believe that our team or the other person wants to resolve the conflict,
we would be positive to resolve the conflict?
4. Position/Power:
Where do we stand in power status relationship with the person we are in
conflict? It means whether the other man is equal to, more than, or less than
us in status.
5. Life Experience:
Through knowledge and experience we might have gained skills about
conflict and “conflict management understanding”. It enables us to determine
what conflict mode to use with the particular person with whom we are in
conflict.
6. Communication skills:
The basic of conflict resolution and conflict management is how effectively
we communicate. People using effective communication will be able to
resolve conflicts with greater ease and success.