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The importance of conflict resolution
The outcome of conflict management style
The outcome of conflict management style
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William James once said, “Whenever you’re in conflict with someone, there is one factor that can make the difference between damaging your relationship and deepening it. That factor is attitude.” Mediation is a process that can help parties resolve conflict. Even though mediators are not supposed to change the attitudes of parties they can show them the situation in a different light, thus causing the parties’ attitudes to change and the conflict to be resolved. Mediators need to understand there is a lot that goes into conflict and by understanding these concepts and theories they can mediate the dispute in a more thorough and proper way. Some parties might be trying to save face and that is why they are not being honest or telling the truth. Parties could be dealing with the tensions of connectedness and separateness, certainty and uncertainty, or even openness and closedness. The parties’ conflict styles could be avoiding, accommodating, competing, collaborating or compromising. It is important for mediators to be aware of all these different concepts and theories that can affect mediation. Through a thorough examination of conflict management styles, Face Negotiation Theory, and Relational Dialectics Theory it will be shown how important these theories and concepts are to effective mediation.
Conflict Management Styles
Thomas, K.W. and R.H. Kilmann have identified five conflict management styles: avoiding, accommodating, collaborating, competing and compromising. “Accommodating is when you cooperate to a high-degree. It may be at your own expense and actually work against your own goals, objectives, and desired outcomes” (ntc.edu, p. 1). However, if you just want the conflict to be resolved this might be the correct app...
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"Five Conflict Management Styles." Ntc.edu. N.p., n.d. Web. 8 Apr. 2014. .
Ng, John. "The Four Faces of Face." Mediate.com. N.p., n.d. May 2008. Web. 09 Apr. 2014. .
Oetzel, J., Meares, M., Myers, K. K., & Lara, E. (2003). Interpersonal Conflict in Organization: Explaining Conflict Styles via Face-Negotiation Theory. Communication Research Reports, 20(2), 106-115.
University of Kentucky. "Relational Dialectics - Interpersonal Communication Context." Uky.edu. Spring 2001 Theory Workbook, 14 Feb. 2001. Web. 11 Apr. 2014. .
The level of face perception a person wants to obtain depends on the conflict management and resolution strategies th...
In considering the probable benefits of mediation, Ridley-Duff & Bennett (2011) argues it would be helpful to consider various critical underlying theoretical questions: What is the reasons the negotiation failed? What are the barriers of effective resolution conflict by negotiation? Mediation saves time, money, promotes communication and cooperation, provides an environment to voluntarily resolve disputes, private and confidential, can reduce hostility and encourage healthy relationships, stress, can result in a win-win solution (Clarkson, Cross, Jentz & Miller,
In our last unit, we learned that emotions can have a huge impact on how conflicts are driven and also the outcome. The styles ask us what individual styles each party uses. The negotiation asks: are the parties able to negotiate with one another? Why or why not (Wilmot & Hocker, 2011)?
Hocker & Wilmot, 2007, Poole, & Stutman, 2005 Folger and 2007 Cahn& Abigail. "Interpersonal Conflict and Conflict Management." Devito, Joseph A. The Interpersonal Communication Book. Boston: Pearson, Allyn & Bacon, 2009. 276.
Huan, L. & Yazdanifard, R. (2012). The Differences of Conflict Management Styles and Conflict Resolution in Workplaces. Business & Entrepreneurship Journal. 1(1), 141-155.
Conflict management is a strategized approach to understanding the complexity of conflict within any environment. Sources of conflict can derive from many avenues and include such things as scare resources to personal beliefs and work styles and lack of communication. Conflict is said to be inevitable and subjected to time and change. However, many organizations, including the federal department, have created functional methods through the use of historical theorist to become better aware of contribution and resolutions into conflict management. The criminal justice system within the United States have been subjected to many conflicts that hinder the progress of adaptability. What has been uncovered throughout decades of research is that human conflict is intertwined into the very fabric of our society, making it a formidable adversary.
Interpersonal conflict is very common with many relationships. It occurs when two people can not meet in the middle or agree on a discussion. Cooperation is key to maintaining a healthy debate. More frequently; when dealing with members of your own family, issues arise that include conflict and resolution. During this process our true conflict management style appears “out of thin air”. (Steve A. Beebe, 2008, p. 191).
Thomas, K. W. (1992). Conflict and conflict management: Reflections and update. . Journal Of Organizational Behavior, 13(3), 265-274.
Poitras, J. (2007). The Paradox of Accepting One's Share of Responsibility in Mediation. Negotiation Journal, 23(3), 267-282. Retrieved January 23, 2012, from ABI/INFORM Global. (Document ID: 1313496891).
Many people enjoy working or participating in a group or team, but when a group of people work together chances are that conflicts will occur. Hazleton describes conflict as the discrepancy between what is the perceived reality and what is seen as ideal (2007). “We enter into conflicts reluctantly, cautiously, angrily, nervously, confidently- and emerge from them battered, exhausted, sad, satisfied, triumphant. And still many of us underestimate or overlook the merits of conflict- the opportunity conflict offers every time it occurs” (Schilling, nd.). Conflict does not have to lead to a hostile environment or to broken relationships. Conflict if resolved effectively can lead to a positive experience for everyone involved. First, there must be an understanding of the reasons why conflicts occur. The conflict must be approached with an open mind. Using specific strategies can lead to a successful resolution for all parties involved. The Thomas-Kilmann Conflict Mode Instrument states “there are five general approaches to dealing with conflict. The five approaches are avoidance, accommodation, competition, compromise, and collaboration. Conflict resolution is situational and no one approach provides the best or right approach for all circumstances” (Thomas, 2000).
Conflict management model is propounded effective when the result of conflict is productive or acceptable for all the parties involved. The main motive of any conflict management model is to reduce the impact of conflict on negative note and guide parties towards agreement and strong relationship. This study is to analyze the effectiveness of Rahim’s Meta or Dual concern model for conflict management.
Although functions of mediators and arbitrators have several characteristics in common, there are significant instrumental differences that make them distinct from one another. Firstly, whereas the arbitration process is similar to litigation in its adversarial nature, in which parties have the objective to win the dispute, the fundamental goal of mediation is to bring the disputants to settlement through compromise and cooperation without finding a guilty party. In arbitration, parties compete against each other in “win-lose” situation. During mediation, parties work on mutually acceptable conditions with the assistance of a facilitator. In this process, mediators do not have power to make decisions, they work to reconcile the competing needs and interests of involved parties. The mediator’s tasks are to assist disputants to identify, understand, and articulate their needs and interests to each other (Christopher W. Moore,
Conflict exists in every organization as a result of incompatible needs, goals, and objectives of two people while aligning to the overall business requirements. Though disagreement is linked with negative impact, the approach has healthy considerations (Leung, 2008). For instance, some conflicts create an avenue for the exchange of ideas and creativity to meet the set organizational purposes. However, damaging disagreement in organizations results in employee dissatisfaction, turnover, and poor services and reduced productivity. The paper establishes different types of interpersonal conflict and key resolution strategies used to address the problem. Human resource managers need to have the capacity to identify different levels of conflicts and the best methods to negate them.
Mediation is a way to solve a dispute without having to resort to court procedure which sometimes could turned out to be rigid, formal and time consuming especially when it needed a lot of paperwork and the possibility of adjournment which could consume years. Besides that, unlike in court, mediator as a third impartial party did not acted as a judge who decides on the resolution however, the mediator will help the parties to explore the needs and issue which before preventing them from achieving a mutual resolution and settlement. The mediation process gave the authority towards the parties to agree with each other and open up the chance for the parties to meet with a resolution at the end of the mediation session.
According to Robin (2002), there are five conflict resolution styles: confront compromise, collaborate, accommodate, and avoid. Identify the preference(s) you most often use from these resolution styles. Think about times you have interacted with styles other than your own. Once the differences between these styles are identified, they can be managed, and the appropriateness of when to use them can be determined.