...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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...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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...Reflection Paper I found the Conflict Style inventory assessment test to be informative as it explains the five styles of how one responds to conflict. The information gleaned from the Style Matters assessment equips individuals to assess their strengths and weaknesses of their own conflict resolution styles and the styles of others, and how best to respond and engage in low and high-level conflict. Therefore, the report was detailed as it indicated and rated one’s reactions to low-level disagreements specified as Calm, when using the five conflict management styles as compared to the Storm classification indicting high stress and heated emotions (2005). Kraybill (2005) describes each style, as the first style is Directing. This...
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...The Effects of Personality Types and Gender Roles on Conflict Management Styles India C. Williams Southeastern Louisiana University Introduction This paper explores the question does personality types and gender roles affect conflict management styles. The research done in this study does support that personality types and gender roles affects the conflict management style of an individual. The personality of an individual can also give insight on how that individual manages conflict (Ome, 2013, pg. 5513). This study is significant because conflicts are essential to interpersonal relationships. Through conflicts, interpersonal relationships are maintained because they can signal a need for change....
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...you use 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...
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...2.2 Collaborating 4 2.3 Compromising 5 2.4 Avoiding 5 2.5 Accommodating 6 3.0 Example of Thomas-Kilmann Model Modes 3.1 Competing Component 7 3.2 Collaborating Component 7 3.3 Compromising Component 8 3.4 Avoiding Component 8 3.5 Accommodating Component 9 4.0 Conclusion 10 5.0 APA References 11~12 1.0 Introduction The purpose of this report was to critically analysis the Thomas – Kilmann Conflict Modes Model. In this report, student needed to discuss of the principles underlying the framework and relate the framework with appropriate example. Those framework included Avoiding, Competing, Compromising, Collaborating, and Accommodating which is important...
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...cultural dimension, Pruitt’s negotiation styles model, and Rahim’s conflict management model, this research examines how national culture influence the way people choose negotiation and conflict resolution handling styles through an empirical study of 87 individuals in the U.S. The respondents were divided in two groups: American, and Ethiopians. The results show that the individualism-collectivism cultural dimension did differentiate the members of the American culture from the members of the Ethiopian culture. Among the negotiation and conflict management styles object of this study, the dominating style was found to be preferred by those with high concern for self, whereas the cooperating and the integrating styles were found to be preferred by those with high concern for others. Introduction In order to remain competitive in their respective markets companies around the world are expanding their horizons beyond their original country, and they are increasingly seeking international partnerships and business ventures in different cultural environments. The ability to negotiate across national borders and within the organization has become increasingly important in the past decade, but despite the continuous growth of business globalization negotiation and conflict resolution styles are often misunderstood. According to much of the literature available scholars have conducted substantial research on the subjects of negotiation and conflict resolution over the past years, including...
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...368 Academy of Management Journal June Levy, P., & Pugh, D. Scaling and multivariate analysis in the study of organizational variables. Sociology, 1969, 3(2), 193-213. Litwin, G. H., & Stringer, R. A., Jr. Motivation and organizational climate. Boston: Harvard University Press, 1968. Mohr, L. B. Determinants of innovation in organizations. American Political Science Review, 1969, 63, 111-126. Palumbo, D. Power and role speciflcity in organization theory. Public Administration Review, 1969, 29, 237-248. Paolillo, J. G. Technological innovation in organizational R&D subsystems. Unpublished Ph.D. dissertation. University of Oregon, 1977. Paolillo, J. G., & Brown, W. B. How organizational factors affect R and D innovation. Research Management, 1978, 7, 12-15. Pritchard, R. D., & Karasick, B. W. The effects of organizational climate on managerial job performance and job satisfaction. Organizational Behavior and Human Performance, 1973, 9, 126-146. Rogers, E. M., & Eveland, J. D. Diffusion: Communication and innovation in organizations. In P. Kelly & M. Kranzbert (Eds.), Aspects of technological innovation. Atlanta: Advanced Technology and Science Studies, Georgia Institute of Technology, 1975, 301-368. Sapolsky, H. M. Organizational structure and innovation. The Journal of Business, 1967,40, 497-510. Vegso, R. W. Organizational characteristics that influence innovative behavior. Unpublished Ph.D. dissertation. University of Cincinnati, 1976. Zaltman, G., Duncan, R., & Holbeck, J...
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...Conflict Management Conflict Management Yamil Little Strayer University BUS520 Dr. Anthony Hughes 02/27/11 Conflict Management Introduction In today’s ever-changing business environment organizations encounter varying levels of intrapersonal, interpersonal, intragroup, and intergroup conflicts. Intrapersonal conflict is a battle within oneself, which usually involves a life goal and/or change. Interpersonal conflict is when two or more people have opposing perspectives to a given situation. Intragroup conflict is when disagreements occur amongst some or all members of a group and ultimately affects productivity. Intergroup conflict is when disagreements occur between different teams or groups. The success and efficiency of an organization depends a great deal on how well individuals handle conflict. Each person handles interpersonal conflict differently and generally falls under the collaborating, compromising, forcing, accommodating, and avoiding styles of conflict handling. The collaborating style addresses conflicts with a win-win approach presented to opposing perspectives. The goal is to find a mutually beneficial solution to organizational conflicts. For a collaborating style of conflict management to be successful a high level of cooperation and assertiveness amongst the group is needed. The compromising style of conflict management addresses issues with a give-and-take approach. In comparison to the collaborating...
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...to managing conflict viably. The exploration upheld TKI offers a commonsense approach to launch safe and nonemotional discourse to resolve conflict. That is the reason its perfect for utilization in such a variety of diverse situations. It can additionally enhance organizational profit by helping individuals pick up knowledge into their own particular and others' conduct which thus helps them settle on better decisions about conclusions. The TKI is directed in simple to-utilize online and self-scorable configurations. Conflict is an inescapable part of human relationships. Where responsibility to mission and extended periods with negligible assets converge, not-for-profit work environments might be overflowing with conflict trades. Conflict can go out from administering varying viewpoints and clearly inconsistent concerns. Assuming that we can acknowledge it as a regular part of our zealous scene, it might be simpler to work with than in the event that we need (or wish!) conflict to never resurface. 2.0 Introduction of Thomas Kilmann Models. The Thomas-Kilmann Conflict Mode Instrument is intended to evaluate an individual conduct and behavior in certain scenarios. "Conflict Situations" are the scenarios in which the concerns of two individuals seem, by all accounts, to be incongruent. Conflict is a social culture context that can enhance our understanding of national diffrences in perceptions of and approaches to conflict(Kwock Leung...
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...“STUDYING THE ROLE OF AGE IN THE RELATIONSHIP OF EMOTIONAL INTELLIGENCE AND CONFLICT RESOLUTION STYLES IN THE IT PROFESSION” A PROJECT REPORT SUBMITTED BY SHRUTI SIAG FOR THE PARTIAL FULFILMENT OF THE REQUIREMENT OF THE AWARD OF THE DEGREE OF M.A. IN PSYCHOLOGY AT FERGUSSON COLLEGE PUNE - 411004 (2010-11) Declaration I, Ms Shruti Siag a student of M.A. from the Department of Psychology, Fergusson College, Pune University, declare that the following report of a project titled “STUDYING THE ROLE OF AGE IN THE RELATIONSHIP OF EMOTIONAL INTELLIGENCE AND CONFLICT RESOLUTION STYLES IN THE IT PROFESSION” is an independent work done by me and submitted as the partial fulfilment of the requirement for the award of the degree of M.A. in Psychology under the University of Pune. Signature: Name: Shruti Siag D.E. Society’s Fergusson College, Pune Certificate This is to certify that Shruti Siag has successfully completed the project named “Studying the role of Age in the relationship of Emotional Intelligence and Conflict Resolution Styles in the IT profession” Towards the partial completion of M. A. (Psychology) Course of the University of Pune, in the academic year 2009-2010. Dr. Shobhana AbhayankarHead of the DepartmentDept. of PsychologyFergusson CollegePune-411004 | Prof. Anand. S. GodseProject In-chargeDept. of PsychologyFergusson CollegePune-411004 | ACKNOWLEDGEMENTS This...
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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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...resolve conflicts in the work area. The five strategies are accommodating, compromising, collaborative, avoiding, and competing. Depending on the urgency and the type of conflict in the workplace, will decide what conflict strategy would be used to resolve the conflict at hand. Recognizing the conflict and the conflict management strategies strengths and weaknesses will assist management in developing a conflict management plan to solve the conflict between David and James. Each of the five management strategies has its own strengths and weaknesses that management needs to be aware of in order to settle a conflict. The accommodating strategy is low in assertiveness and high in cooperation. This strategy puts the others needs or interest before his or her own just to maintain a harmonious relationship. In certain conflicts this could be fine because it allows the other party to feel like they have won the conflict, which could lead to a faster resolution. The problem with the accommodating strategy is the outcome is of low importance. The compromising strategy is moderate assertiveness and moderate cooperation. Using the compromising strategy there is no clear winner or loser. The compromising strategy is defined as “giving up more than you want”. This strategy is used as a temporary solution to the conflict not a permanent one, which could create a bigger problem later. The compromising strategy is good for when there are time constraints and the conflict needs to...
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...Having conflict management strategies in the workplace is important to keep from creating hostility and aggressiveness at work. By working toward keeping up excellent conflict management strategies in the workplace, the company will be successful and help in keeping the employees morale up. For a manager to resolve properly any conflicts that have come up the manager needs to understand the theory of conflict styles, called the Thomas-Kilmann Conflict Mode Instrument (TKI) and how to apply these theories toward a proper resolution. The styles developed in the TKI theory are competitive, compromising, accommodating, and avoiding. The competitive style according to Mind Tools (2011) are, “People who tend towards a competitive style take a firm stand, and know what they want.” This style is helpful for emergency decision making. However, a selfish individual would use this style to his or hers benefit causing individuals to feel resentful and unappreciated. The collaborative style according to Mind Tools (2011) is, “People tending towards a collaborative style try to meet the needs of all people involved.” The application of the collaborative style is to see other people’s viewpoints and determine what would be the best solution, especially if this is an issue that has come up before. Another style is compromising and according to Mind Tools (2011) they are, “People tending towards a collaborative style try to meet the needs of all people involved.” With this theory an individual...
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...Application 5.1- Measuring your Conflict Style Person A Husband Person B Writing team at work 1. 2/3 I avoid being “put on the spot”; I keep conflicts to myself. 2. 4/3 I use my influence to get my ideas accepted. 3. 4/4 I usually try to “split the difference” in order to resolve an issue. 4. 3/4 I generally try to satisfy the other’s needs. 5. 4/4 I try to investigate an issue to find a solution acceptable to us. 6. 3/4 I usually avoid open discussion of my differences with the other. 7. 4/2 I use my authority to make a decision in my favor. 8. 3/4 I try to find a middle course to resolve an impasse. 9. 3/4 I usually accommodate the other’s wishes. 10. 3/3 I try to integrate my ideas with the other’s to come up with a decision jointly. 11. 3/4 I try to stay away from disagreement with the other. 12. 3/3 I use my expertise to make a decision that favors me. 13. 3/3 I propose a middle ground for breaking deadlocks. 14. 3/4 I give in to the other’s wishes. 15. 5/5 I try to work with the other to find solutions that satisfy both our expectations. 16. 2/4 I try to keep my disagreement to myself in order to avoid hard feelings. 17. 4/3 I generally pursue my side of an issue. 18. 4/3 I negotiate with the other to reach a compromise. 19. 3/3 I often go with the other’s suggestions. 20. 5/5 I exchange accurate information with the other so we can solve a problem together. 21. 3/5 I try to avoid unpleasant exchanges with the other. 22. 3/3 I sometimes use my power...
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