CT 310: Organizational Communication Conflict 2

Kilmann and Thomas Conflict Management Model concern for self non-assertion assertion concern for other non-cooperation cooperation avoidaccomodate competecollaborate compromise

avoiding = little concern for self or other ignore conflicts invoke slow procedures put problems on hold secrecy

When to avoid: issue is trivial no chance of winning negative potential outweighs benefits cool off to regain perspective

accomodating = giving in submission compliance going along with obedience

when to accomodate: when you are wrong when it is more important to others build credit for later when harmony is crucial

competing = trying to get your way. win-lose lose-lose forcing submission

when to compete: you are right quick action is needed unpopular action is needed when you are up against people who take advantage of cooperative behavior

compromise = get part of what you want is this glass half full, or half empty?

compromising behaviors: negotiation looking for deals tradeoffs

when to compromise: people are equal in power and have mutually exclusive goals temporary settlement deal with time pressure

when goals are important but so are the relationships as a backup to compromise or collaboration

collaboration is the team approach problem solving confront differences by sharing ideas and information search for integrative solutions win-win

collaborate when: both sets of concerns are too important to be compromised to merge insights from people with different perspectives to gain commitment thru consensus

to work through problems which have interefered with a working relationship

Personality and conflict management win-lose battler = internal control, takes risks, aggressive friendly helper = external control, no risks, trusting problem solver = internal control, trusting, respectful

WL FH PS WL FH PS stalemate WL stalemate PS consensus