2. Overview
⢠To examine their own conflict styles developing the Thomas and Kilman
Instrument
⢠Apply them to a particular situation
⢠Discuss implications for managerial effectiveness
2
3. Learning Outcomes of this lecture
⢠Become more aware of your own conflict style:
â To recognize the conflict styles of others
â To better able to assess conflict situations
â Practice using different conflict modes
4. Conflict is âŚa reminder
Any situationâŚ
where your concernsâŚ
or desiresâŚ
differ from another personâs
MDP | 4
5. Conflicts
⢠Get into small groups
⢠Discuss a conflictual situation you are having
⢠What is causing it?
⢠What are the underlying issues?
⢠What have you done to try and resolve it?
⢠15 minutes and we will ask to share responses
6. Cost of conflict
⢠Over 65% of performance problems result from strained relationships rather
than skill or motivation problems
⢠The amount of managerial time spent dealing with conflict was 30% in 1976
and 42% in 1996
⢠Amount of time wasted during conflict can be as high as 50% of gross salary,
defending, avoiding & venting
⢠Chronic unresolved conflict is a decisive factor in 50% of people leaving, and
90% of involuntary terminations
⢠Projected costs should include estimates of wasted time, reduced decision
quality, loss of skilled employees, restructuring, sabotage, lowered motivation,
lost work time, and health costs, loss of innovation & initiative.
â˘20% of Fortune 500 executivesâ time is spent on litigation related
activities
7.
8. Revisit our lecture: Five modes for handling conflict
Two basic aspects of all conflict-handling modes
Cooperativeness
Assertiveness
9. The Five Conflict Handling Modes
ASSERTIVENESS
COMPETING COLLABORATING
COMPROMISING
AVOIDING ACCOMMODATING
COOPERATIVENESS
high
low high
10. Your responses
⢠Please take the responses you completed for the Instrument
⢠Now complete the answer framework to identify your style
⢠When ready share this with your partner
⢠Be ready to share in plenary
⢠We will plot all responses on a flip chart to see the whole group
⢠Any conclusions?
11. Accommodating
⢠âIt would be my pleasureâ!
⢠Showing reasonableness
⢠Developing performance
⢠Creating Good Will
⢠Keeping âPeaceâ
⢠Retreating
⢠Low Importance
⢠High on Cooperativeness and Low on Assertiveness
12. Avoiding
⢠âIâll think about it tomorrowâ!
⢠Issues of low importance
⢠Reducing tensions
⢠Buying time
⢠Low power
⢠Allowing others
⢠Symptomatic problems
⢠Low Assertiveness and Low Cooperativeness
13. Collaborating
⢠âTwo heads are better than oneâ!
⢠Integrating Solutions
⢠Learning
⢠Merging Perspectives
⢠Gaining Commitment
⢠Improving Relationships
⢠High Assertiveness and High Cooperativeness
14. Competing
⢠âMy way or the highwayâ!
⢠Quick Action
⢠Unpopular decisions
⢠Vital issues
⢠Protection
⢠High Assertiveness and Low
Cooperativeness
15. Compromising
⢠âLetâs make a dealâ!
⢠Moderate importance
⢠Equal Power â Strong Commitment
⢠Temporary solutions
⢠Time constraints
⢠Backup
⢠Moderate Assertiveness and Moderate
Cooperativeness
16. Team task
⢠Concisely describe a conflict situation (who, what, sources of
conflict, stage, symptoms, etc.) you are experiencing
⢠Describe the dynamics of the situation that enabled the conflict to
emerge and prevented it from resolution (history, norms,
stakeholders, crises, etc.)
⢠Identify what efforts toward resolution were attempted (what
worked and didnât, why?)
⢠What would you now recommend (do what, with whom, your
rationale)
17. End of Lecture
Note: This recording is for your
personal use only and not for further
distribution or wider review.
Š Pearson College 2013