Conflict Resolution Strategies 3
Although conflict is going to occur there are not many people comfortable with it. In fact, many people rather avoid conflict at all costs. Knowing how to deal with conflict is a skill that is learned. Some conflict resolution strategies include: accommodating, avoidance, compromise, collaborating and competing.
The accommodating strategy is primarily used to resolve conflict when the main goal is to maintain relationships. This strategy is used when the issue is not of any real importance and is more beneficial to sustain the relationship.
Some examples of when to use the accommodating strategy include:
- When one person finds themselves in the wrong
- To show reasonableness
- To build social support to use later
- To minimize losses
Avoidance strategy is used when someone makes a choice to not deal with an issue or the people involved, with the hope that the situation resolves itself or goes away. “This strategy is suitable for situations in which the issues are trivial or of only minor importance to you, when emotions are high, you feel you have no chance of satisfying your concerns, or when others could resolve the conflict more effectively” (De Janasz, S., Dowd K., & Schneider B., 2002). This strategy can be dangerous if the issue needs attention and but is avoided, it can resurface later if not handled properly.
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Avoidance can lead to a “lose-lose” scenario; goals may not be addressed or achieved and the relationship may not be able to progress beyond its current state.
Some examples of when to use the avoidance strategy include:
- When a issue is trivial and more important issues are pending
- No chance that concerns are going to be addressed
- When others need to cool down and regain perspective
- More time is needed to gather information
- When others may be able to resolve the conflict more effectively
The compromising strategy is used when two sides decide to compromise and “split the difference” (De Janasz et al). This is typically a temporary fix, “when both parties are at a comparable level, when there are time pressures, or as a backup when collaborating or competing is neither possible nor successful” (De Janasz et al). This strategy works well in long term relationships when there can be some give and take.
Some examples of when to use the compromising strategy include:
- When goals are important but not worth the effort
- When backup is needed due to lack of collaboration
- To attain a temporary solution to a complex issue
- Opponents with equal power do not agree on the means only the result
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The collaborating strategy is the “ultimate “win-win” strategy” (De Janasz et al).
“This strategy involves commitment, energy, and excellent skills in communication, problem solving, and negotiation” (De Janasz et al). This can be appropriate when there is no time restriction and all parties only want a solution that satisfies everyone involved. When collaboration is used both parties may not agree but are willing to express a disagreement and opinion but can work towards an optimal solution.
Some examples of when to use the collaborating strategy include:
- When the objective is to learn
- When the solution is more important
- When different viewpoints are needed
The competing strategy is used when the goal needs to be achieved at all costs, even if the relationship is sacrificed. Forcing may be the only way when time restrictions are a factor.
Some examples of when to use the competing strategy include:
- When quick and decisive action is necessary
- When the issues is important and unpopular but must be implemented
- When the issue is vital to the team
- When no other options are possible
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Conflict resolution results in an increased contribution and dedication to the decisions and goals of the person or group. The goal of the team is not to get rid of conflict but to know how to manage constructively.
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References
Bruce A. Blitman of Ft. Lauderdale presented "Dealing with Different Negotiation
Styles and Conflict Resolution Strategies. (Brief article). (Feb 1, 2007).
In Florida Bar News, 34, p27(1). Retrieved May 9, 2007, from Academic
OneFile via Thomson Gale: http://find.galegroup.com/ips/infomark.do?&contentSet=IAC-
De Janasz, S.C., Dowd K.O., & Schneider B. Z. (2002). Interpersonal Skills in
Organizations. New York: McGraw-Hill. pp. 349-365. Retrieved May 3, 2007,
from University of Phoenix. (2004). Learning Team Toolkit. Available on the
University of Phoenix student/faculty website: .
Engleberg, I., Wynn, D., and Schuttler, R. (2003). Working in groups:
Communication principles and strategies (3rd ed.). Boston: Houghton Mifflin.
pp.146-170. Retrieved May 3, 2007, from University of Phoenix, (2004).
Porter, S. (2003). Managing Conflict in Learning Teams. University of Phoenix.
pp.19-. Retrieved May 3, 2007, from University of Phoenix. (2004). Learning
Team Toolkit. Available on the University of Phoenix student/faculty website:
.
Porter, S. (2004). Team Decision-Making. University of Phoenix. Pp.1-13.
Retrieved May 3, 2007, from University of Phoenix, (2004). Learning Team
Toolkit. Available on the University of Phoenix student/faculty website:
.
