jobsearchonline

Northeastern British Columbia

INFORMATION    JOBS    CAREERS



MANAGING WORKPLACE CONFLICT

Why Deal With Workplace Conflict?

Tips for Managing Workplace Conflict

Direct Discussion — How to Approach a Co-worker

Why We Avoid Dealing With Conflict

Are All Conflicts the Result of Personality Clashes or Poor Behaviour

Conflict Styles

Communicating in Conflict

Managing Anger — Yours and Others

Handling Criticism

Being Hard on the Problem — Not the Person

The Role of Assumptions, Perceptions and Expectations in Conflict

Let's Talk (pdf)


Conflict Styles

 

A model that identified five common strategies for dealing with conflict shows that people tend to use certain styles habitually, even when the preferred styles may not be the most appropriate to the situation.

Identify five conflicts you have had in the past year (they can be big or small — with a partner, child, colleague or stranger). Think about how you responded.

The following are the five response styles:

Accommodate
Avoid
Collaborate
Compete/Directive
Compromise

Using the Styles Appropriately

Each style has strengths and there are circumstances when using each style is appropriate.

The following chart provides an overview of the uses of each style and the dangers of inappropriate use.

 

Style
Uses
Danger of Inappropriate Use

Accommodation

  • To build the relationship

  • When the issue is relatively unimportant to you, but important to the other person

  • When you have less experience or expertise than the other person

  • When preserving harmony and avoiding disruption are especially important

  • Your needs are not met

  • You may begin to feel taken advantage of and resentful

Avoidance

  • When the issue or relationship is unimportant

  • To prevent an immediate conflict (e.g. inappropriate time, place, or feelings are escalated)

  • When someone else can resolve the conflict more effectively

  • When you have little chance of satisfying your concerns (e.g. national policy, someone’s basic personality, etc.)

  • Conflict may fester until it escalates

  • The relationship remains superficial

Collaboration

  • To find a solution that integrates both sets of concerns, as they are both important

  • To merge insights from people with different perspectives on a problem

  • When commitment and "buy-in" is needed to implement a solution

  • When hard feelings have been interfering with an interpersonal, working relationship

  • May waste time and energy on issues that are not important

  • As the process can take longer it may frustrate some people

Competition/ Directive

  • When quick, decisive action is important, such as emergencies

  • When your core values need to be defended

  • When it is important to you to have it your own way

  • May weaken relationships if it is perceived that you won and the other person lost

  • You receive less input and ideas from others

  • Others may not "buy-in" and sabotage the decision

Compromise

  • When an agreement needs to be reached — time is important

  • When mutually exclusive goals prevent collaboration

  • To achieve temporary settlements to complex issues

  • As a backup mode when collaboration or competition is unsuccessful

  • Nobody really gets what they want or need

  • The focus becomes what you did not manage to get re needs/wants

  • Problems reoccur as they were not fully explored and resolutions found that truly work for those involved

 

Effective conflict management involves knowing when to use each style and having skills and experience using each style.

©Vancouver Island University