Styles of Conflict Resolution

1
Styles of Conflict Resolution
Competing
Collaborating
Assertive
Partys Desire to Satisfy Own Concerns
Compromising
Avoiding
Accommodating
Unassertive
Uncooperative
Cooperative
Partys Desire to Satisfy Others Concerns
Figure 9-8
2

• What is Your Primary Conflict-Handling Style?
• For each item, circle a number to indicate how
  often you rely on that tactic.
• Rarely
  Always
• I argue my case with my co-workers to show the
  1 2 3 4 5
• merits of my position.
• I negotiate with my co-workers so that a
  1 2 3 4 5
• compromise can be reached
• I try to satisfy the expectations of my
  co-workers. 1 2 3 4 5
• I try to investigate an issue with my co-workers
  to 1 2 3 4 5
• find a solution acceptable to us.
• I am firm in pursuing my side of the issue.
  1 2 3 4 5
• I attempt to avoid being put on the spot
  1 2 3 4 5

3

• Rarely
  Always
• 7. I hold on to my solution to the problem.
  1 2 3 4 5
• 8. I use give and take so that a compromise
  1 2 3 4 5
• can be made.
• 9. I exchange accurate information with my
  co-workers 1 2 3 4 5
• to solve a problem together.
• 10. I avoid open discussion of my differences
  with my 1 2 3 4 5
• co-workers.
• 11. I accommodate the wishes of my co-workers.
  1 2 3 4 5
• 12. I try to bring all our concerns out in the
  open so that 1 2 3 4 5
• the issues can be resolved in the best
  possible way.
• 13. I propose a middle ground for breaking
  deadlocks. 1 2 3 4 5

4

• Conflict-Handling Style Scoring Key
• Add your scores on the items in each category.
• Collaborating Accommodating Competing
• Items Items Items
• 4. ____ 3. ____ 1. ____
• 9. ____ 11. ____ 5. ____
• 12. ____ 14. ____ 7. ____
• Total ____ Total ____ Total ____
• Avoiding Compromising
• Item Item
• 6. ____ 2. ____
• 10. ____ 8. ____
• 15. ____ 13. ____

5
Uses of Five Styles of Conflict Management

• Competing/Forcing
• When quick, decisive action is vital (e.g.
  emergencies)
• When unpopular actions need to be implemented
  (e.g. cost cutting, enforcing unpopular rules,
  discipline)
• Against people who take advantage of
  noncompetitive behavior

6
Uses of Five Styles of Conflict Management

• Collaborating
• To find an integrative solution when both sets of
  concerns are too important to be compromised
• To learn
• To merge insights from people with different
  perspectives
• To gain commitment

7
Uses of Five Styles of Conflict Management

• Compromising
• When goals are important, but not worth the
  effort or the potential disruption of more
  assertive modes
• When opponents with equal power are committed to
  mutually exclusive goals
• To arrive at quick solutions
• As a backup when collaboration is unsuccessful

8
Uses of Five Styles of Conflict Management

• Accommodating
• When you find you are wrong (show your
  reasonableness)
• When issues are more important to others than to
  you
• To build social credits for later issues
• To minimize loss when you are outmatched and
  losing
• When harmony and stability are especially
  important

9
Uses of Five Styles of Conflict Management

• Avoiding
• When an issue is trivial, or more important
  issues are pressing
• When you perceive no chance of satisfying your
  concerns
• To let people cool down and regain perspective
• When gathering information supersedes immediate
  decision
• When issues seem symptomatic of other issues