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Conflict Resolution TEAM 2 - COM10003
Transcript of Conflict Resolution TEAM 2 - COM10003
an active disagreement between people with opposing opinions or principles
(Cambridge English Dictionary).
Everyone has or will experience some kind of conflict in their lifetime as no human thinks or feels the same.
This presentation will explore Thomas and Kilmann’s conflict styles and resolution strategies; collaborating, competing, compromising, accommodating and avoiding. These conflict styles are based on two dimensions (1) assertiveness, the extent to which the individual attempts to satisfy his or her own concerns, and (2) cooperativeness, the extent to which the individual attempts to satisfy the other person's concerns.
In the Workplace
The competing style of conflict resolution is one in which the concerns and the position of the opposition are completely ignored. Competing is highly ranked assertive. People who take charge and win the argument is the only measure. Competing is a style which you have no concern about the other persons. The competing style can be mostly used used when the aim is to have a quick action. Using this style, the person has to be positive that the opposing side acknowledges and accepts your decision and knows your power. ("Competing conflict resolution style | dougsguides", 2016)
The disadvantages of the competing style are that it may cause the other side not to voice important concerns because they will be ignored anyway. Another disadvantage is that it will disrupt the relationship and also has a chance that the conflict may recur.
Advantages and benefits of the competing style are that they are effective during emergencies and that it is a clear winner when resolving conflict. It is a powerful and effective approach which can be very successful.
It is agreeable that the competing style can have both positive and negative outcomes with differences and conflicts between one another. Competing used properly will produce constructive outcomes, however misusing the competing style will create new problems. ("The Use and Misuse of a Competing Style in Conflict Management", 2016)
Compromising; for this style of conflict resolution to be effective individuals need to be strong and clear about their needs or problem, yet cooperative and willing to compromise, ie. to make a deal. This style is very effective if conflicting parties have equal leverage and can work together. (Thomas & Kilmann 2015)
Compromising in the workplace may look like a fast settlement, but there is more to it. One example may be management trying to fairly set out a shift work roster. Compromising could be used to settle this discord and inequality before there is a problem. If the staff are happy then this is a win-win; management has avoided any issues arising. A downside may be that management compromises time and energy.
In summary, compromising in the workplace can resolve disputes without anyone feeling humiliated and in a timely mannner; meaning work can resume as normal and the working environment has minimum disruption. This can create a mutually happy environment; staff have confidence in management and their own ability to work together as a team.
According to Thomas and Kilmann (2015), avoiding “might take the form of diplomatically sidestepping an issue, postponing an issue until a better time, or simply withdrawing from a threatening situation”. Neither assertive nor co-operative, avoiding is generally considered a bad option in a workplace environment; however, it can be used to drive positive outcomes (p4).
Avoiding, if employed to reassess the issue at hand, manage emotionally volatile meetings, or delay proceedings to access more information, can be effective. However, where there is no intentional focus on the team’s needs being met (Thomas & Kilmann 2015), avoidance is counter-productive.
Avoiding, when considering the reasons for and method of delivery, can be both useful and counter-productive; it’s outcomes can vary. Useful avoidance behaviours, ie, ‘I/We need to... step away and calm down / find out more information / reassess whether this issue is important’, can mean that understanding, acceptance and tolerance within the workgroup may develop (Thomas & Kilmann 2015). However, if inappropriate reasons and behaviours are employed, avoidance can lead “to intensified hostility and may later cause greater problems for the group” Henry, O, 2009 p 19).
Accommodating; is unaggressive and co-operative. One party will disregard their needs to accommodate the others. (Thomas and Kilmann)
So when thinking about accommodating in the workplace; management teaching staff to learn to take on more responsibility. By way of learning from their mistakes rather than punishment, or causing a potential hostile conflict. Accommodating is a passive outlet for staff to learn, grow and develop.(Douglas Eilerman)
Benefits are , Building relationships with staff, Teaching staff new skills and helping them with their personal development. Its an overall calming way to end a conflict or even prevent conflict from arising.
Some negative effects of a passive approach might be; staff taking advantage of the good nature of others, and cost to the company in terms of time and money.
Accommodation style of conflict in the workplace is a gentle passive measure that can be used almost as a prevention to conflict.
Collaborating is both assertive and cooperative (Thomas and Kilmann 2015). When a person uses the collaborating style of conflict resolution it means that two or more people attempt to work together to find a solution to a conflict that fully satisfies all involved. They work together to find a solution that meets the goals and objectives of everyone concerned. This would be ideal in a situation in a workplace when employees are very much goal driven or involved in a project where everyone wants a successful outcome. You can work together and achieve so much more and at the same time you might learn something new from your colleagues.
Disadvantage to this style of conflict resolution is that it does require more time, resources and energy, particularly if many people are involved in the conflict. It takes time to share information and understandings. Collaboration also requires trust and that takes time to earn when personal differences need to be hashed out.
Advantages are that all involved in the conflict achieve an outcome where everyone is happy. All employees feel valued, have ownership in a team approach and it allows people to openly share their ideas and feelings. Good outcomes can be achieved with an opportunity for people to learn from each other and be more skilled, productive and innovative. (Thomas and Kilmann 2015)
All approaches to conflict resolution have advantages and disadvantages depending on each individual situation and the people involved. Most people would acknowledge that they prefer a certain style. In the workplace it is important to take all the circumstances into consideration to work out what is the best style to resolve a conflict.
So, what have we learned?
Thank you for viewing our presentation.
Here is another YouTube clip we all viewed and enjoyed.
Alisha Carroll - Accommodating & Compromising
Angela Stevenson - Avoiding
Daylene Law - Collaborating
Raman Sarwari - Competing
Berovitch, J, Kremenyuk, V & Zartman, W. (2009), The Sage Handbook of Conflict Resolution, SAGE Publications http://dx.doi.org.ezproxy.lib.swin.edu.au/10.4135/9780857024701
Cambridge English Dictionary 2016© Cambridge University Press 2016, Retrieved April 26, 2016, from http://dictionary.cambridge.org/dictionary/english/conflict?q=conflict+
Christopher, J (2016) “strengths of compromising as conflict resolution” © 2016, Hearst newspaper-LLC(demand media) retrieved from www. Small business.chron.com/strength-compromise-conflict-resolution-10502.html
Thomas and Kilmann)
CPP. Inc 2014, (2014, March 5) Four Tips for Managing Conflict, (video file) Retrieved from <https://www.youtube.com/watch?v+QJiJ95mHftE>
Eilerman, D (2006), “Give and take- the accommodating style of conflict management” Retrieved April 28, 2016, from http://www.mediate.com/articles/eilermanD5.cfm
Eilerman, D (2006) the Use and Misuse of a Competing Style in Conflict Management. (2016). Mediate.com. Retrieved 5 May 2016, from http://www.mediate.com/articles/eilermanD4.cfm?nl=108
Henry, O, (2009), Organisational Conflict and its effects on Organisational Performance - Research Journal of Business Management 2, 2009 Vol 1 pp 16-24 ISSN 1819-1932 viewed 3 May 2016 <http://scialert.net/qredirect.php?doi=rjbm.2009.16.24&linkid=pdf>
Kalish, D (2016) “(B) compromising style”win some lose some” retrieved from www.dougsguides.com/compromising
Kilmann, R, (2011) in A Summary of My Favourite Insights, Celebrating 40 Years with the TKI Assessment. Retrieved May 3, 2016 from - http://www.kilmanndiagnostics.com/system/files/celebratingfortyyears.pdf
Thomas, K& Kilmann R, (2015) an overview of Thomas-Kilmann conflict mode instruction (TKI). Retrieved May 3, 2016 from www.kilmanndiagnostics.com/overview-thomas-kilmann-conflict-mode-instruction-tki
Yearwood, E (2013, July 2) Accomodating (video file)-Retrieved from <https://youtu.be/xi1d9Pst-Gs>
Yearwood, E (2013, July 2) Avoiding (video file) Retrieved from<https://youtu.be/flsdFNA>
Yearwood, E (2013, July 2) Collaborating (video file)-Retrieved from <https://youtu.be/3SuUpLVL_0Y>
Yearwood, E (2013, July 2) Competing Retrieved from <https://youtu.be/gr8mAjM1cGE>
Yearwood, E (2013, July 2) Compromising Retrieved from <https://youtu.be/CUrVxT2wzFA>
Images – Background Image: Bakcgrundsbild http://creativecommons.org/publicdomain/zero/1.0/