...Understanding Conflict Handling Styles In a dispute, it's often easier to describe how others respond then to how we respond. Each of us has a predominant conflict style that we use to meet our own needs. By examining conflict styles and the consequences of those behaviors, we can gain a better understanding of the impact that our personal conflict style has on other people. With a better understanding, you then can make a conscious choice on how to respond to others in a conflict situation to help reduce work conflict and stress. Behavioral scientists Kenneth Thomas and Ralph Kilmann, who developed the Thomas-Kilmann Conflict Mode Instrument, have identified five styles to responding to conflict—competition, collaboration, compromise, avoidance, and accommodation. No conflict style is inherently right or wrong, but one or more styles could be inappropriate for a given situation and the impact could result in a situation quickly spiraling out of control. 1. Competing Value of own issue/goal: High Value of relationship: Low Goal: I win, you lose People who consistently use a competitive style come across as aggressive, autocratic, confrontational, and intimidating. A competitive style is an attempt to gain power and pressure a change at the other person’s expense. A competitive style of managing conflict can be appropriate when you have to implement an unpopular decision, make a quick decision, the decision is vital in a crisis, or it is important to let others know how...
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...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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...N 1;1 ~OF CONFLICT HANDLING STYLES AND PROJECT MANAGER EFFECTIVENESS THESIS Stephen P. Wardlaw, Captain, USAF AFIT/GSM/LSY/88S-28 TC nc21A9 88 DEPARTMENT OF THE AIR FORCE AIR UNIVERSITY AIR FORCE INSTITUTE OF TECHNOLOGY Wright-Patterson Air Force Base, Ohio - .m.l i -. . . . 88 12 21 026 AFIT/GSMILSY/88S-28 CONFLICT HANDLING STYLES AND PROJECT MANAGER EFFECTIVENESS THESIS Stephen P. Wardlaw, Captain, UJSAF AFIT/GSMILSY/88S-28 Approved for public release; distribution unlimited . -! -- U II - U PU E I ~ E 1 I 1 - m . . The contents of the document are technically accurate, and no sensitive items, detrimental ideas, or deleterious information is contained therein. Furthermore, the views expressed in the document are those of the author and do not necessarily reflect the views of the School of Systems and Logistics, the Air University, the United States Air Force, or the Department of Defense. Aceession For NTIS GRA&I LTIC TAB Unannounced JustificationBy l ,i Distribution/_ AvailtbilitY Codes A-7 U ,' o Dist 1pecial L .... AFIT/GSM/LSY/88S-28 CONFLICT HANDLING STYLES AND PROJECT MANAGER EFFECTIVENESS THESIS Presented to the Faculty of the School of Systems and Logistics of the Air Force Institute of Technology Air University In Partial Fulfillment of the Requirements for the Degree of Master of Science in Systems Management ...
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...professor’s notes. Working through this week I learned about the organization culture and conflict resolution. There are many ways to handle the conflict, and the ways mentioned in the lecture were Yielding, Compromising, Forcing, Problem – Solving and Avoiding. The “What is your primary conflict – handling style?” exercise in the textbook provides an opportunity to see one’s conflict – handling style by asking one’s decision in the given scenario. This exercise helped me to understand how to handle the conflict. I’ve scored the highest in the Forcing style. This result means that imposing my wills on the other party is my primary conflict – handling style and trying to reach an agreement that would satisfy both parties would be my fallback intention. This exercise provided me an opportunity to know my personal conflict – handling style and with the research I’ve done, I now know the strengths and weaknesses in the conflict resolving style and may still be able to find a new style of handling conflict. As a manager in the future, to solve the conflict is a key to success, therefore, I will use my conflict resolution style to handle any other conflicts which exist in the organization. However, I need to get more skills to solve the conflicts and to make everyone satisfied with the final decision. As the scenarios in the exercise also provided examples of what kind of conflict – handling style one uses. In the future, I may use these examples as a reference to hypothesize if one...
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...dispute resolution (ADR) | A conflict resolution strategy that involves assistance from a third party; used when both parties are unable to find resolution on their own. | | Conflict | One party perceives its interests are being opposed or set back by another party. | | Day of contemplation | A one-time-only day off with pay to allow a problem employee to reflect and recommit to the organization's values and mission. | | Distributive negotiation | Two interdependent parties, each with their own opposite preference, seek to make a decision that will result in one party winning at the expense of the other. | | Dysfunctional conflict | Threatens the interests of an organization. | | Functional conflict | Serves an organization's interests. | | Integrative negotiation | Two interdependent parties with their own preferences and values seek a win-win resolution through greater dialogue and cooperation. | | Personality conflict | Interpersonal opposition driven by personal dislike or disagreement. | Outline: Chapter 8CONFLICT AND NEGOTIATIONLearning Outcomes 1. Define conflict, functional conflict, and dysfunctional conflict 2. Identify the various antecedents (causes) of conflict 3. List two approaches an employee or manager can take to respond to each of the following: personality conflicts, intergroup conflict, and cross-cultural conflict 4. Compare and contrast the five alternative styles for handling conflict 5. Assess the value of...
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...Reflective Leadership Plan Donald Graham University of Phoenix Reflective Leadership Plan I have had many leadership courses throughout my life, this course Leadership Theories and Practice has been the most profound for me. The theories and self-assessments have caused me to reflect on my current knowledge and application of leadership style and theories. I have discovered that my skills and mind set as it relates to leadership needs to develop and grow into the person and the leader I wish to be. I have developed the following action plan for the development and improvement of my leadership skills. Leadership Theory The assessment of my current leadership style or theory is the situational approach. Clawson (2006) described a situational leader as one who is concerned about the contextual factors of the nature of work required (p. 386). According to Hersey and Blanchard as quoted by (Clawson, 2006) the situational theory can be identified using a two dimensional grid of task orientation and people orientation. The situational approach used a contingent pattern of task and relations behavior with little evidence that this approached increased the effectiveness of the leader (Yukl, 2006). I have been an action or task orientated leader to this point in my life. I want to become a transformational leader to realize effective leadership. Yukl (2006) described a transformational leader as a leader that affects their followers to make necessary self-sacrifices...
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...2006, p.77). In the Waki oil company issues of interpersonal relationships have proved to be quiet a big challenge for the organization over the past few years. The management has at various occasions experienced difficulties in trying to come up with better and appropriate solutions to conflicts between and among the employees, as well as those that involve interaction between the managers and the employees. Basically conflict refers to a state of whereby individuals do not agree with another or rather do not share the same ideas as the other. Such situations necessitate that there be a place good and appropriate ways through which the conflict between individuals may be solved promoting fairness with the parties involved having full satisfaction and in support of the resolution reached at regarding the conflict (Blake and Mouton 2002, p. 50). Within the Waki oil organization there are different department which in a weekly basis need to come together giving reports and sharing issues regarding how the company is progressing. It is within these weekly meeting that managers from different department come into conflict with one another in regards to ideas that each holds. Worse enough the conflict extends out of the meeting discussions to the day to day activities of the company. Such that even the employees themselves see what is happening with their senior staffs. The disunity among them, lack of cohesion, among others individualistic characteristic traits are demonstrated by...
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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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...lengths each day. Parker was not impressed with either of their work efforts but only proceeded to torment Miller. Parker’s constant yelling caused Miller to subconsciously exert less effort towards his work. Parker failed to effectively use his legitimate power correctly, instead it appeared that he was resorting to the use of cohesive power. Although Parker expected seven lengths of each team member, he should have consulted the other members and created solidified team norms to ensure this expectation could be a reality. When dealing with this conflict, Parker had a very forceful approach to dealing with his and Miller’s conflict. Both Parker, Miller needed to be aware of the other possibilities to deal with conflict; with the implementation of such courses and training programs that specify in conflict resolution, this issue could be avoided for future workers. The improper use of power and the ineffective use of conflict handling styles lead to this team’s lack of cohesion and bitter feelings when parting with the project. Analysis The power that Tom Parker exercised was a large part of why the Artic Mining Consultants’ crew hadn’t completed their work by the budgeted time. Tom Parker held legitimate...
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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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...researchers have studied the means, methods, and models of building and leading teams. The research on leadership models and behaviors emerged through the modernization of manufacturing and production of goods and services. Studies included the study of biographical characteristics of members, such as sex, age, education, marital status, race, religious affiliation, geographic region of birth, weight, and height are some of the data collected (Bass, 2010, p. 7). Moreover, the purpose of this essay is to give an overview of the team’s online assessment scores and how each team member’s leadership style translates into specific leadership behaviors and practices. In addition to the overview, Learning Team B will describe how each team member’s style reflects one or more leadership theories, while explaining team member’s leadership style, use of power, conflict-handling style, and team skills that potentially affect team effectiveness. Learning Team B leadership analysis is based on members’ self-assessment scores from the Pearson-Prentice Hall Self-Assessment Library...
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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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...Organizational Behavior Summary Paper Nancy Simmons AOL9 October 2, 2012 The purpose of this summary paper is to discuss three major themes in which I have demonstrated knowledge of and made application. The themes that I have chosen are • Systems Approach • Conflict resolution vs. Conflict management • Relationship between conflict handling modes (Thomas-Kilmann) According to Tubbs ‘the systems approach advanced the idea that all the various component parts of the model are interrelated and that a change in one often creates change in the other parts of the system (Tubbs, 2012)’. There are three major categories to the systems approach, which include: (1) relevant background factors, (2) internal influences, and (3) consequences. Relevant background factors are attributes of the individual participants that existed prior to the group’s formation that will endure in some modified form after the group no longer exists. These background factors influence the group’s functioning; in turn, the group process affects the group’s outcome or results (Tubbs, 2012). We all were born into this world with different personalities, with no two persons alike. The personalities we instill will have an influence on said, “chemistry” or working relationships within a group, no matter the setting. It could be a setting of all women, all men or maybe even a mixed setting with different genders. This creates a very fickle situation. Mixing...
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...Leadership Style Analysis There are a variety of tools that can be used to better understand ones’ core for leadership and power. Four of these tools are how good am I at building and leading teams, leadership style assessment, preferred conflict handling style, and preferred form of power assessment. Each of these assessments gave some insight into each team member’s leadership behaviors and practices, how his or her style correlates into traditional leadership models, and how these scores will help the overall functionality of a team environment. Leadership Style Melissa’s leadership style leans more towards concern for task (x= 16) over concern for people (y=7). Berlew (1974) states, “a leader or manager who is good at organizing to get work done and who relates well to his subordinates should have a highly productive group and satisfied workers” (p. 22). This supports that there has to be a balance between concern for task and concern for people. Melissa’s score for concern for people was average, being one point away from the high range [High>7, Low 10]. Even though her concern is more focused on task, she still has a concern for people that contributes to her successful leadership. These results conclude that Melissa’s tendencies will be for the accomplishment of the task, with less concern for what individuals have to go through for that task. She might tend to come across direct and focused; however, her underlying tone will be to help others to accomplish the task...
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