WPS658943103WR Copy2

Assessment 2 Written Assessment
Name
University
March 31, 2023

Introduction
Conflict is an unavoidable component of any job, and there's no way to avoid it

(Volkema & Bergmann, 1995). Some of it is beneficial to the development and education
processes if handled properly. Some types of conflict are produced by bad apples and must be
dealt with separately. Companies constantly have disagreements regarding their colleagues.
Disparities among colleagues may cause disputes. Task-related disagreements may also occur as
a consequence of supervision or business conduct (Mossanen et al., 2014). In any case, dealing
with workplace concerns is vital. Workplace conflicts are harmful to both a company's growth
and an individual's well-being. Thomas and Kilmann's Conflict Model appears to be a successful
way to dispute settlement (Hynes, 2012). Individuals feel pain during disagreements, and it is an
important indicator of leadership ability. Some people react differently to confrontation. Thomas
and Kilmann looked into how people handled disagreements. People's real activities inspired
them enormously. They showed that most people use one of the five approaches for handling
arguments.
Top 2 Thomas-Kilmann Conflict Modes Outcomes Identified
The two most common Conflict Modes I've discovered are "Completing" and
"Accommodating." The traditional competitive style is one of boldness with little compromise.
There seem to be passionate people everywhere; nevertheless, in the context of conflict
management, competing entails openly disagreeing with the opposite side and aggressively
striving to show that their approach is correct (Hynes, 2012). This alludes to the conventional
debate or confrontational stance: "my technique or the freeway." It's for serious concerns or
scenarios where you're required to exhibit your strength - notably if you're sure that you're right
and the stakes are high. When you have power or there is a national catastrophe, do not be
hesitant to force everyone else to obey your orders. When competing, one's attention is already
drawn to oneself rather than others. Individuals that adopt this method in a conflict situation want
to win at any cost, even if it means losing the other side. This method may occasionally be
perceived as aggressive due to the fact that those who adopt it are often more focused on
acquiring their desired outcome than with negotiating an equal compromise.
The accommodating alternative also falls on the weak assertiveness range, though it has a
higher level of compromising built in (Thomas, 2006). As the name implies, this entails giving
up to the rival/other folks' attitude. We must all "take the loss" and understand the need to change
our minds or yield in order to fit in some other groups. In opposite to avoiding, this strategy
embraces the disagreement and works to resolve it. This is extremely handy if you are personally
affected by the dispute yet are hesitant to cope with it - or if your method is revealed to be
incorrect. Whenever groups are in dispute, persons who use this strategy are more likely to
concede to the competing campaign's requests, regardless of whether it implies that they've been
refused whatever they seek (Thomas, 2006). This approach is the polar opposite of competing.
This style is frequently regarded as passive since those who adopt it are more focused on
preserving cooperation and avoiding conflict than with seeking a way out of the issue at hand.
Accommodating mode is so courteous to the adversary because you're willing to call a peace at
the expense of losing your viewpoint. It might be beneficial in cases where the conflict is a
complete pointless endeavour.
The first result seems to be that I quickly compromise. It demonstrates my ability to come
to terms and capitulate in hopes of coming to an appropriate conclusion. As recently said, I think
this because I abhor conflict. Rather than getting involved in a debate, I might tend to favor to
find a solution which would also fulfil all of us. This, in my opinion, is a positive feature;
however it could also be viewed negatively. Many may regard me as weak-willed and lacking in
confidence. The second implication is that I am adaptable. This suggests I am open to making
adjustments in order to keep my job. It makes sense to me because I loathe debating and am
normally laid-back. I tend not to dispute with others and instead let them do the right stuff.
Though I think it's a beneficial trait, it might also be considered as a disadvantage. My lack of
confidence as well as self-advocacy may convey the appearance of being selfless.
Conclusion
I acknowledge with many of these observations considering they correctly represent my

behavior in times of crisis. As a salesperson, for particular, I frequently dealt with agitated or
unhappy customers. In certain cases, I would take the accommodative strategy to managing
conflict since guaranteeing the client's satisfaction and attempting to solve the problem are much
more important to me than getting my own or winning the issue. Another example is a buddy of
mine who is quite opinionated and enjoys talking politics or other divisive issues in our personal
connections. Because I would prefer escape a disagreement than risk causing harm in these
situations, I will once again use the accommodating technique.
References
Hynes, G. E. (2012). Improving Employees’ Interpersonal Communication

Competencies. Business Communication Quarterly, 75(4), 466–475.
jones, john e. (1976). Thomas-Kilmann Conflict Mode Instrument. Group & Organization

Studies, 1(2), 249–251. https://doi.org/10.1177/105960117600100214
Mossanen, M., Johnston, S. S., Green, J., & Joyner, B. D. (2014). A Practical Approach to
Conflict Management for Program Directors. Journal of Graduate Medical Education, 6(2),
345–346. https://doi.org/10.4300/jgme-d-14-00175.1
Thomas, K. (2006). Making Conflict Management a Strategic Advantage | White Paper
Thomas, K. (2013). LeaderLike You! by Robert Kahn. https://www.youtube.com/watch?

v=O4eObpGH3l0
Volkema, R. J., & Bergmann, T. J. (1995). Conflict Styles as Indicators of Behavioral Patterns in
Interpersonal Conflicts. The Journal of Social Psychology, 135(1), 5–15.

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Assessment 2 Written Assessment

March 31, 2023

Conflict is an unavoidable component of any job, and there's no way to avoid it

Top 2 Thomas-Kilmann Conflict Modes Outcomes Identified

I acknowledge with many of these observations considering they correctly represent my

Hynes, G. E. (2012). Improving Employees’ Interpersonal Communication

jones, john e. (1976). Thomas-Kilmann Conflict Mode Instrument. Group & Organization

Thomas, K. (2006). Making Conflict Management a Strategic Advantage | White Paper

Thomas, K. (2013). LeaderLike You! by Robert Kahn. https://www.youtube.com/watch?

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