{"id":973,"date":"2022-07-22T13:47:54","date_gmt":"2022-07-22T13:47:54","guid":{"rendered":"https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/chapter\/10-3-conflict-styles\/"},"modified":"2023-06-07T21:29:21","modified_gmt":"2023-06-07T21:29:21","slug":"10-3-conflict-styles","status":"publish","type":"chapter","link":"https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/chapter\/10-3-conflict-styles\/","title":{"raw":"Conflict Styles","rendered":"Conflict Styles"},"content":{"raw":"

A number of different ways individuals tend to approach conflict are highlighted in this section.\u00a0There are five common styles of handling conflicts. These styles can be mapped onto a grid that shows the varying degree of cooperation and assertiveness each style entails. Let us look at each in turn.<\/span><\/p>\r\n\r\n

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Conflict-Handling Styles<\/p>\r\n\r\n\r\n<\/div>\r\n

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Avoidance<\/h2>\r\n

The\u00a0avoiding<\/a><\/span>\u00a0style is uncooperative and unassertive. People exhibiting this style seek to avoid conflict altogether by denying that it is there. They are prone to postponing any decisions in which a conflict may arise. People using this style may say things such as, \u201cI don\u2019t really care if we work this out,\u201d or \u201cI don\u2019t think there\u2019s any problem. I feel fine about how things are.\u201d Conflict avoidance may be habitual to some people because of personality traits such as the need for affiliation. While conflict avoidance may not be a significant problem if the issue at hand is trivial, it becomes a problem when individuals avoid confronting important issues because of a dislike for conflict or a perceived inability to handle the other party\u2019s reactions.<\/p>\r\n\r\n<\/div>\r\n

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Accommodation<\/h2>\r\n

The\u00a0accommodating<\/a><\/span>\u00a0style is cooperative and unassertive. In this style, the person gives in to what the other side wants, even if it means giving up one\u2019s personal goals. People who use this style may fear speaking up for themselves or they may place a higher value on the relationship, believing that disagreeing with an idea might be hurtful to the other person. They will say things such as, \u201cLet\u2019s do it your way\u201d or \u201cIf it\u2019s important to you, I can go along with it.\u201d Accommodation may be an effective strategy if the issue at hand is more important to others compared to oneself. However, if a person perpetually uses this style, that individual may start to see that personal interests and well-being are neglected.<\/p>\r\n\r\n<\/div>\r\n

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Compromise<\/h2>\r\n

The\u00a0compromising<\/a><\/span> style is a middle-ground style, in which individuals have some desire to express their own concerns and get their way but still respect the other person\u2019s goals. The compromiser may say things such as, \u201cPerhaps I ought to reconsider my initial position\u201d or \u201cMaybe we can both agree to give in a little.\u201d In a compromise, each person sacrifices something valuable to them. For example, in 2005 the luxurious Lanesborough Hotel in London advertised incorrect nightly rates for \u00a335, as opposed to \u00a3350. When the hotel received a large number of online bookings at this rate, the initial reaction was to insist that customers cancel their reservations and book at the correct rate. The situation was about to lead to a public relations crisis. As a result, they agreed to book the rooms at the advertised price for a maximum of three nights, thereby limiting the damage to the hotel\u2019s bottom line as well as its reputation (Horowitz, et al., 2006).\u00a0<\/span><\/p>\r\n\r\n<\/div>\r\n

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Competition<\/h2>\r\n

People exhibiting a\u00a0competing<\/a><\/span>\u00a0style want to reach their goal or get their solution adopted regardless of what others say or how they feel. They are more interested in getting the outcome they want as opposed to keeping the other party happy, and they push for the deal they are interested in making. Competition may lead to poor relationships with others if one is always seeking to maximize their own outcomes at the expense of others\u2019 well-being. This approach may be effective if one has strong moral objections to the alternatives or if the alternatives one is opposing are unethical or harmful.<\/p>\r\n\r\n<\/div>\r\n

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Collaboration<\/h2>\r\n

The\u00a0collaborating<\/a><\/span> style is high on both assertiveness and cooperation. This is a strategy to use for achieving the best outcome from conflict\u2014both sides argue for their position, supporting it with facts and rationale while listening attentively to the other side. The objective is to find a win\u2013win solution to the problem in which both parties get what they want. They will challenge points but not each other. They will emphasize problem-solving and integration of each other\u2019s goals. For example, an employee who wants to complete an MBA program may have a conflict with management when they want to reduce their work hours. Instead of taking opposing positions in which the employee defends their need to pursue their career goals while the manager emphasizes the company\u2019s need for the employee, both parties may review alternatives to find an integrative solution. In the end, the employee may decide to pursue the degree while taking online classes, and the company may realize that paying for the employee\u2019s tuition is a worthwhile investment. This may be a win\u2013win solution to the problem in which no one gives up what is personally important, and every party gains something from the exchange.<\/p>\r\n\r\n<\/div>\r\n

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Which Style Is Best?<\/h2>\r\n

Like much of organizational behavior, there is no one \u201cright way\u201d to deal with conflict. Much of the time it will depend on the situation. However, the collaborative style has the potential to be highly effective in many different situations.<\/p>\r\n

We do know that most individuals have a dominant style that they tend to use most frequently. Think of your friend who is always looking for a fight or your coworker who always backs down from a disagreement. Successful individuals are able to match their style to the situation. There are times when avoiding a conflict can be a great choice. For example, if a driver cuts you off in traffic, ignoring it and going on with your day is a good alternative to \u201croad rage.\u201d However, if a colleague keeps claiming ownership of your ideas, it may be time for a confrontation. Allowing such intellectual plagiarism to continue could easily be more destructive to your career than confronting the individual. Research also shows that when it comes to dealing with conflict, managers prefer forcing, while their subordinates are more likely to engage in avoiding, accommodating, or compromising (Howat & London, 1980). Attributions of conflict management strategies in supervisor-subordinate dyads.<\/span>\u00a0It is also likely that individuals will respond similarly to the person engaging in conflict. For example, if one person is forcing, others are likely to respond with a forcing tactic as well.<\/p>\r\n\r\n<\/div>\r\n<\/div>\r\n

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What If You Do Not Have Enough Conflict Over Ideas?<\/h2>\r\n

Part of effective conflict management is knowing when proper stimulation is necessary. Many people think that conflict is inherently bad\u2014that it undermines goals or shows that a group or meeting is not running smoothly. In fact, if there is no conflict, it may mean that people are silencing themselves and withholding their opinions. The reality is that within meaningful group discussions, there are usually varying opinions about the best course of action. If people are suppressing their opinions, the final result may not be the best solution. During healthy debates, people point out difficulties or weaknesses in a proposed alternative and can work together to solve them. The key to keeping the disagreement healthy is to keep the discussion focused on the task, not the personalities. For example, a comment such as \u201cJack\u2019s ideas have never worked before. I doubt his current idea will be any better\u201d is not constructive. Instead, a comment such as \u201cThis production step uses a degreaser that\u2019s considered a hazardous material. Can we think of an alternative degreaser that\u2019s nontoxic?\u201d is more productive. It challenges the group to improve upon the existing idea.<\/p>\r\n

Traditionally, Hewlett-Packard Development Company LP was known as a \u201cnice\u201d organization. Throughout its history, HP viewed itself as a scientific organization, and its culture valued teamwork and respect. But over time, HP learned that you can be \u201cnice to death.\u201d In fact, in the 1990s, HP found it difficult to partner with other organizations because of its cultural differences. During role plays created to help HP managers be more dynamic, the trainers had to modify several role-plays, because participants simply said, \u201cThat would never happen at HP,\u201d over the smallest conflict. All this probably played a role in the discomfort many felt with Carly Fiorina\u2019s style as CEO and the merger she orchestrated with Compaq Computer Corporation, which ultimately caused the board of directors to fire Fiorina. On the other hand, no one is calling HP \u201ctoo nice\u201d anymore.<\/p>\r\n\r\n

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OB Toolbox: How Can You Stimulate Conflict?<\/h3>\r\n