What is Conflict Management
In chapter 11 of “In Mixed Company: Communicating in Small Groups and Teams,” conflict within groups is discussed. In general, conflict is the expressed struggle of interconnected parties who perceive incompatible goals and interference from each other in attaining those goals (Donohue & Kolt, 1992; Wilmot & Hocker, 2011).
The elements of conflict involves: an expressed struggle between parties, interconnected parties in a group system, perceived incompatible goals, and interference from each other in attaining desired goals.
Conflict is essential in groups because it proposes change, which is why conflict management is suggested over conflict resolution. Resolution suggests that settling conflict by ending it, as if that is always desirable. Since conflict can be an essential catalyst for growth in a system, increasing conflict may be required to evoke change (Johnson & Johnson, 2000). “Managing conflict” implies no end to the struggle.
have learned in this chapter that communication is vital in conflict management and there are five communication styles of conflict management (Blake & Mouton, 1964; Kilmann & Thomas, 1977). The most productive style is collaborating, or problem solving. This style is involves finding a solution that satisfies all parties of the conflict at hand.
This method has three components to rectify the solution which include confronting the issue, seeking and pursuing joint gains, and the act of calming the tempers of agitated group members. The next style is accommodating style which shows high concern for social relationships and low concern for task accomplishment, but usually attains mutual advantages between parties.
Compromising is the act of giving up something to get something and choosing a middle ground. This style is usually referred to as the lose-lose style. Avoiding or withdrawing is an approach that is necessary or appropriate when the conflict at hand may create more problems if continued.
By avoiding conflict, members hope the conflict will disappear. The last method is the competing approach. Someone using a competing or forcing style shows high concern for task but low concern for relationships in groups.
The competing style is used in a variation of ways but is also the most destructive of conflict management styles because it produces threats, critisism, contempt, sarcasm and ridicule. Conflict is essential in parties because it produces necessary change and all five styles aid in conflict management, in different situations.
My post:
What are the Styles of Conflict Management?
In chapter 10 of ‘In Mixed Company: Communicating in Small Groups and Teams,’ I learned that communication is crucial in managing conflict. Kilmann and Thomas (309) invented five communication styles that aid in managing conflicts among the parties.
However, not every style fits in all situations due to the parties’ concerns involved in the problem. An individual’s concern about the task and social relationship in the group determines the type of communication style to employ.
Collaborating is the most effective way of managing conflicts. It involves solving the problem to satisfy all parties. In this method, three other techniques may be used to get productive results. The problem may be confronted; addressing it directly, pursuing joint gains, or calming the turbulent emotions.
Accommodating refers to the communication style which values other people’s desires. In this scenario, the social relationship is important than task accomplishment. It results in mutual gains between the parties.
Compromising is a lose-lose conflict management style. Each party forgoes something to gain another from their opponents. None of the parties gets fully satisfied because they received half of the desired outcome.
Avoiding is one of the communication techniques where one group withdraws from the problem. The withdrawing persons have little concern over task accomplishment and social relationships. This method is essential in situations where confrontation may create more problems.
A competing approach to managing conflict fits in circumstances where an individual values the task than the social relationship. It is a win–lose style because one group gets satisfied fully while the other is dissatisfied.
In my opinion, conflict is essential in organizations to stir up the change process. It is important to realize that even the most productive communication styles may not work well in some scenarios. Therefore, it is crucial to assess both the social and task dimensions before deciding on the best approach.
