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By using a scenario-based approach, you can choose more effective conflict management styles and test their effectiveness of you and your situations.
The conflict behaviors which individuals use are therefore the result of both their personal predispositions and the requirements of the situations in which they find themselves. The Thomas-Kilmann Conflict Mode Instrument is designed to assess this mix of conflict-handling modes.
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- CONFLICT RESOLUTION
- Understanding the Theory: The "Interest-Based Relational Approach"
- Using the Tool: A Conflict Resolution Process
- Step One: Set the Scene
- Step Two: Gather Information
- Step Three: Agree the Problem
- Step Four: Brainstorm Possible Solutions
- Step Five: Negotiate a Solution
- Key Points
Resolving conflict rationally and effectively In many cases, conflict seems to be a fact of life. We've all seen situations where different people with different goals and needs have come into conflict. And we've all seen the often-intense personal animosity that can result. The fact that conflict exists, however, is not necessarily a bad thi...
The second theory is commonly referred to as the "Interest-Based Relational (IBR) Approach". This conflict resolution strategy respects individual differences while helping people avoid becoming too entrenched in a fixed position. In resolving conflict using this approach, follow these rules: Make sure that good relationships are the first priority...
Based on these approaches, a starting point for dealing with conflict is to identify the overriding conflict style employed by yourself, your team or your organization. Over time, people's conflict management styles tend to mesh, and a “right” way to solve conflict emerges. It's good to recognize when this style can be used effectively, however mak...
If appropriate to the situation, agree the rules of the IBR Approach (or at least consider using the approach yourself.) Make sure that people understand that the conflict may be a mutual problem, which may be best resolved through discussion and negotiation rather than through raw aggression. If you are involved in the conflict, emphasize the fact...
Here you are trying to get to the underlying interests, needs, and concerns. Ask for the other person’s viewpoint and confirm that you respect his or her opinion and need his or her cooperation to solve the problem. Try to understand his or her motivations and goals, and see how your actions may be affecting these. Also, try to understand the confl...
This sounds like an obvious step, but often different underlying needs, interests and goals can cause people to perceive problems very differently. You'll need to agree the problems that you are trying to solve before you'll find a mutually acceptable solution. Sometimes different people will see different but interlocking problems - if you can't r...
If everyone is going to feel satisfied with the resolution, it will help if everyone has had fair input in generating solutions. Brainstorm possible solutions, and be open to all ideas, including ones you never considered before.
By this stage, the conflict may be resolved: Both sides may better understand the position of the other, and a mutually satisfactory solution may be clear to all. However you may also have uncovered real differences between your positions. This is where a technique like win-win negotiation can be useful to find a solution that, at least to some ext...
You may become aware of a roommate conflict in a number of ways: one or both roommates may come to you; a concerned friend of either roommate may talk to you; you may notice something yourself; or you may overhear a disagreement between the two roommates. Regardless of how you find out about the conflict, remember there are (at least) two sides to ...
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Conflict management involves doing things to limit the negative aspects of conflict and to increase the positive aspects of conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in organizational setting (Ra him, 2002, p. 208).
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important, original contributions to the field of conflict resolution by out- standing scholars and practitioners as are the updated chapters from the first edition.
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• May lead to affective conflict • May cause resentment When to use? • Emergencies – quick & decisive action needed • Important and unpopular issues • When you know that you are right (important issues) • To defend yourself against others who are taking advantage
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behavior can be used to define five methods of dealing with conflict. These five conflict-handling modes are shown below: *This two-dimensional model of conflict-handling behavior is adapted from “Conflict and Conflict Management” by Kenneth Thomas in The Handbook of Industrial and Organizational Psychology, edited by Marvin Dunnette (Chicago:
