1. Working Toward Collaboration (LO 4)
Identify the five strategic approaches to handling conflict.
Choose the appropriate approach for any given circumstance.
Describe the circumstances in which each approach will prove ineffective.

2. Thomas-Kilmann Conflict Model Instrument
High
Competing
Collaborating
Style – Degree of assertiveness
Strategy – Importance of Outcome
Compromising
Avoiding
Accommodating
High
Low
Style – Degree of Cooperativeness
Strategy – Importance of Relationship

3. Conflict Style Thomas-Kilnmann
Degree of Assertiveness – from unassertive to assertive
Degree of Cooperativeness – from uncooperative to cooperative
Most people have one or two dominant modes
Model allows you to expand your repertoire

4. Conflict Strategy Savage, Blair & Sorenson
Importance of Outcome –
Importance of Relationship –
Model is useful not only assessing the individual conflict styles but also for strategizing on the style to use in a conflict you are preparing to have

5. Avoiding (As a manager)
To sidestep a employee, coequal managers, matters that don’t require immediate attention
Issue is trivial and consequences for addressing are minimal
Issues can be deferred to a subordinate
Disagree with higher organization decision
When not Effective – where decision is inevitable, i.e., customer complaint, organization effectiveness
Loss of respect, frustration by employees

6. Accommodating (smoothing) (as a manager)
Effective strategy when empowering employees and developing leadership
Issues relating to organizational or planning processes with expectation of gaining concessions later
Accommodate customers so they return
When not Effective - (pacifism) loss of respect or influence in a competitive environment

7. Competing (as a manager)
Used when quick decisive action needed
Invoke progressive discipline
New workplace rule
Termination
Implement budget cuts
When not – trust, fostering goodwill, severed relationships at stake
Result – decline of repeat business, turnover of staff

8. Compromising (manager) (let’s agree to disagree and move on)
Mature parties can work productively under these circumstances even if they disagree
– leave, modifications to work schedules, changes in duties, opportunities for challenging assignments
When not effective - manager becomes accustomed to use this as a manipulative tool and compromising achieving broader goals, staff development, or compromising values. When employees are not acting in a mature manner.

9. Collaborating (as a manager)
Used to empower employees, obtaining commitment, and long-term objectives
Commitment is greater when team is part of decision making
Diversity of viewpoints achieves better decision
Win back an employee where relationship is strained
Make a difficult request of an employee
When not effective – where quick decisive action is needed, trivial issues, relationship is irrelevant i.e., poorly behaved employee, chronically unhappy customers
Exhibit 4-7 “Conflict Mode Questionnaire”