...High Context Culture (Collectivistic Culture) – Asian and Spanish The root of conflict avoidance within romantic relationships manifests from cultural influences that shape each partner’s conflict management style. Depending on cultural influences of the individual, his or her disposition of conflict management will differ. Cultural influence can be classified into two groups, low-context individualistic culture and high-context collectivistic culture. In individualistic cultures, the goals, needs, and rights of the individual take precedence over the goals, responsibilities and obligations of the group (137). While members of the collectivistic culture value the goals, responsibilities and obligations of the group over the goals, needs, and rights of the individual (137). Within each culture, lies a certain pattern of responses which aim to manage conflict. Through careful analysis of individualistic and collectivistic cultures, inferences can be made to support the notion that there are systemic correlations between conflict avoidance within romantic relationships and cultural influences. Individualistic cultures consist of primarily Western countries such as the United States. Studies have shown that members of individualistic cultures tend to favour a more integrating conflict style. “The Integrating conflict style is characterized by a willingness to openly exchange information in a direct way, constructively address differences, and to make a true effort to find a mutually...
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...Analyzing Personal Conflict Management Style Joyce Jones COMM 330 July 21, 2014 Jennifer Ruthruff Analyzing Personal Conflict Management Style The three types of conflict management styles that will analyzed in this paper is avoidance, accommodations, and collaborating. I will also discuss the conflict management style I frequently use and why. Then I will explain the difficulties that I have in dealing with other who use different conflict management styles. Then I will also discuss how avoidance and its interrelationship with conflict management conflict. The first-conflict management style I will review is the avoidance style.” Avoidance is when people try to ignore disagreements.” (Bebe & Masterson, 2009 p.g. 161) People who use this style usually they swallow their feelings they smile even though they are upset or feeling pain. They conduct themselves in this manner because they are more concerned with other people emotional state more than theirs. Avoiders also change the subject to circumvent a conflict. An avoider may also change the subject to avoid a conflict. When they find a conversation to stressful to deal with they change the topic of the conversation. This style is the least likely style that will resolve a conflict. There are advantages and disadvantages of this conflict management style. The disadvantages of this style is emotions remain escalated and it could signal to others that you do not care. The advantages of this management style is that it...
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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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...Personal Conflict Management Style Paper Mark A. Pitts Comm/330 July 1, 2013 Analyzing Personal Conflict Management Style Paper This paper describes three conflict management styles. I discuss the conflict management style I use most frequently, and why? And the difficulties I encounter in dealing with others who use different conflict management styles. In the paper I discuss advantages and disadvantages of each conflict management style. In conclusion I will describe conflict avoidance and its interrelationship with conflict management. The three conflict management styles are (1) Competition, (2) Compromise, and (3) Collaboration. The competition conflict-management style occurs when people stress winning a conflict at the expense of one or more other people. People who have power or want more power often seek to compete with others so that others will accept their point of view as the best position. The compromise style of conflict management attempts to find a middle ground—a solution that somewhat meets the needs of all concerned. The word “somewhat” is important. Although on the surface a compromise can look like a “win-win” approach, it can also create a lose-lose result if nobody gets what he or she wants or needs. When trying to reach a compromise, it comes with the expectation of losing something and winning something simultaneously; it is also expect that others win and lose as well. As shown in the compromise style, there...
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...University of Phoenix Material Conflict Resolution Worksheet Complete the Resolving Conflicts in Teams simulation located on the student website. Reflect on the experiences with different conflict management styles in Ch. 9 of Working in Groups and on your own experiences. Answer the following questions. |1. |What are your strengths in resolving conflict? |My strengths would be compromising | | | ,collaborating will help achieve a win –win solution. This will help all parties involved to attain a measure of | | |satisfaction. | | | | | | | | | | |2. |What skills do you want to improve? | I want to improve accommodation. | | | | | | | | | | | | ...
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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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...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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...Sources, Methodologies and Styles of Conflict Management Mohammad Atashak Member of Young Researchers Club matashak@yahoo.com 09123123141 Parisa Mahzadeh Master degree in educational administration p_mahzadeh@yahoo.com 09122397950 Abstract: Conflict management is an ongoing procedure. It entails continual communication and supervision. In this article, has been reviewed the evolution of conflict management and have been studied sources of conflict, styles of conflict management, conflict management methodologies and major features of the conflict management module and in the end has been presented conflict reduction strategies. Key worlds: conflict management, sources of conflict, styles of conflict management, conflict management methodologies Introduction: The term conflict refers to perceived incompatibilities resulting typically from some form of interference or opposition. Conflict management, then, is the employment of strategies to correct these perceived differences in a positive manner. For many decades, managers had been taught to view conflict as a negative force. However, conflict may actually be either functional or dysfunctional. Whereas dysfunctional conflict is destructive and leads to decreased productivity, functional conflict may actually encourage greater work effort and help task performance. Borisoff and Victor point out, "We have come to recognize and to acknowledge the benefits dealing with conflict affords. Because of our differences, we communicate...
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...Recently, tensions have risen between employees in the patient accounts department due to personal conflicts. Confrontations between employees have disrupted the work environment, teamwork is diminishing, employee morale is decreasing, and managers are lacking the tools needed to address and solve these issues. Lack of managerial assistance in solving conflicts among employees also seems to be a problem. Shaun Walder, Director of Patient Accounts, does not like to get involved and rather have the employees work it out amongst themselves. These problems become related because if managers do not get involved, employees will continue to disagree with one another, and the issues are never addressed properly. That brings me to the purpose of this paper. How can managers effectively resolve interpersonal emotional conflicts? Literature Review Interpersonal conflict can be described as conflict between two or more individuals who are in a disagreement with one another. Emotional conflict can be described as conflict that involves interpersonal disputes that occur due to feelings of anger, mistrust, fear, dislike, and resentment. Emotional interpersonal conflict is most common amongst teams, co-workers and between management and subordinates (Schermerhorn et al., 2005). Personal conflict can occur between individuals or groups. However, the distinguishing trait of personal conflict is that it is based purely on negative feelings about another individual or group, and less on substantive...
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... By Asaid Ibzae: D01596350 Asaid82us@yahoo.com Position | Style | Score | Percentile | 1 | Humanistic-Encouraging | 25 | 22 | 2 | Affiliative | 23 | 24 | 3 | Approval | 9 | 25 | 4 | Conventional | 10 | 20 | 5 | Dependent | 12 | 32 | 6 | Avoidance | 7 | 60 | 7 | Oppositional | 4 | 25 | 8 | Power | 0 | 0 | 9 | Competitive | 12 | 50 | 10 | Perfectionistic | 12 | 9 | 11 | Achievement | 26 | 30 | 12 | Self-Actualizing | 28 | 50 | According to the LSI data, my primary thinking style (highest percentile), unfortunately, is Avoidance. The next two highest percentiles were Competitive and Self-Actualizing. According to the LSI Style Guide, “the Avoidance scale measures our tendency to use the defensive strategy of withdrawal.” Although my score only fell in the medium range, this was my highest percentile rank. I do think that, at times, I tend to avoid difficult problems, conflict, and responsibilities, although I do not believe that this...
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...1........2........3........4........5........6........7 DOMINATING TYPE a) My company would use its influence over its ICI to get its channel conflict management ideas accepted. b) My company would use its authority over its ICI to make a channel management decision in its favor. c) My company uses its channel-related expertise for its ICI to make a channel management decision in its favor. d) My company is generally firm in pursuing its side of channel management issues comparing to its ICI. e) My company sometimes uses its channel-related power to win a competitive channel situation with its ICI. 1........2........3........4........5........6........7 1........2........3........4........5........6........7 1........2........3........4........5........6........7 1........2........3........4........5........6........7 1........2........3........4........5........6........7 OBLIGING TYPE a) My company would in general try to satisfy the needs regarding the channel issues of its ICI. b) My company would accommodate the wishes regarding the channel issues of its ICI. c) My company would give in to the wishes regarding the channel issues of its ICI. d) My company would allow concessions regarding the channel issues to its ICI. e) My company would go along with the suggestions regarding the channel issues of its ICI f) My company would try to satisfy the expectations regarding the channel issues of its ICI. 1........2........3........4........5........6........7 1......
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...Chattanooga Ice Cream Introduction Chattanooga Ice Cream Inc. (CIC) is a producer of mid-priced basic ice cream products (5 main flavors) and a completely owned subsidiary of Chattanooga Food Corporation. The CIC division president and general manager is Charlie Moore and has held this position since his promotion in 1993, see Figure 1 for the organizational chart. CIC is one of the largest regional manufacturers of ice cream with most of their sales to supermarkets and food chains. The Chattanooga Food Corporation (CFC) is a family-controlled enterprise that was founded in 1936 by Charlie Moore’s grandfather. CFC consists of three divisions of which the Ice Cream Division is the smallest of the three, with revenues of $150 million USD per year. Chattanooga Food Corporation as a whole was performing well; the Ice Cream Division had experienced declining sales and profitability for four consecutive years. CIC revenue dropped from $185 million to $150 million and in 1996, lost their third largest customer Stay & Shop (switched to Sealtest brand) with revenues of 6.5 million. This latest loss will more than likely force a 5th straight year of lower revenues and profitability. Across this same period of time, the net profit decreased from approximately $6.75 million to $3.85 million. The causes of the decreases where in part to a reduction in the U.S per capita consumption of ice cream as well the increased competition from premium brands like Sealtest, Breyers and Dreyers and...
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...Conflict is a fact of life - for individuals, organizations, and societies. The costs of conflict are well-documented - high turnover, grievances and lawsuits, absenteeism, divorce, dysfunctional families, prejudice, fear. What many people don't realize is that well-managed conflict can actually be a force for positive change. Conflict is “an expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce resources, and interference from others in achieving their goals” (Hocker, 1991). There are two basic types of conflicts: substantive and emotional. According to Schermerhorn et.al., substantive conflict is a fundamental disagreement over ends or goals to be pursued and the means for their accomplishment. This type of conflict arises when people disagree over such things as group and organizational goals, policies and procedures, task assignments, or the distribution of rewards. In contrast, emotional conflict “involves interpersonal difficulties that arise over feelings of anger, mistrust, dislike, fear, resentment, and the like” (Schermerhorn et al). This type of conflict is the most common and can emerge from a variety of settings. Both types of conflict can be broken down into four basic levels of conflict within an organization. These four levels of conflict are: intrapersonal, interpersonal, intragroup, and intergroup. An intrapersonal conflict is one that goes on within one’s self. This level of conflict can happen when...
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...Inc. MicroWidget 3000, is aware that there are a number of potential pitfalls on a team as diverse as hers. Naomi asks you to analyze her team and make recommendations about the project management skills, behaviors and competencies she might need to exercise to make sure that she is appropriately leveraging the diverse perspectives on her team. Look at the function and nationality columns on the MicroWidget 3000 Project Member Profiles chart. Using the work of Hofstede and Hall, briefly describe the differences in cultural dimensions that might exist on this team (in later parts of this project, you will consider other sources of difference). For example, are certain members from cultures with a high PDI (Power Distance Index) and some from cultures with a low PDI? What might this mean for how the team functions? Finally, list any potential work subculture conflicts that might exist. The differences in cultural dimensions that might exist on this team: American, Austrian and Swedish: Small power distance, low uncertainty avoidance Japanese & Guatemalan: Large power distance index and strong uncertainty avoidance index Indian: Large power distance index and low uncertainty avoidance index. The team members in the group come from diverse power distance index and uncertainty avoidance index characteristics. Japanese, Indian and Guatemalan have high PDI compared American and other members from western countries. On the other hand, American and European team members...
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...Analysis of case According to the case, Michael Eisner was in conflicts with Disney’s competing companies, board members and partners. To better illustrate, I separate each disagreement below. From the side of Weinstein brother, One of the reasons causes the conflicts between them may be Incompatible Goals. Since Disney was eager to purchase Miramax films, founded by the Weinstein Company, he obviously wanted to pay fewer funds as a buyer. On the contrary, as a seller, Weinstein brothers expected to earn more money from this trade. There may be another cause that is personality difference. Eisner desired to control everything he deals with. If someone did not do as he expected, he would not stop arguing with him in order to change that one’s mind to follow his thinking. From the side of board members, Maybe Eisner and they suffered from personality differences, Communication Problems and limited resources. Roy Disney always censured Eisner for his poor corporate governance. He thought that the failure of reviving the third-rated ABC television network and the results of alienating creative business partners should attribute to Eisner and his team. "the poor management, poor governance, poor compensation practices and lack of board independence that are impeding the development of long-term shareholder value," Roy Disney and Gold said in their letter to shareholders. The problems of personality differences may come from their different concentration. Roy Disney...
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