Theories Of Conflict Management

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Start Here - Periodically seek feedback from your direct manager which demonstrates initiative and professionalism. If your direct manager feels that you are not meeting expectations, ask for recommendations to improve. Do not deny fault if criticism is deserved, react defensively, or blame others. Accept the criticism professionally, make improvements, and learn by your mistakes. If the criticism is not justified, tactfully, present evidence to your manager that will support your opinion.
Per Dr. Eliner Robin, conflict frequently operates beneath the surface of a psychological forces. Using the dynamics of projection may be used to explain the dynamics in some conflicts.
It involves a method of emotional self-preservation that allows us
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The earliest conflict management theories were developed by Follett (1944), Blake & Mouton (1964), and Thomas (1976). We all have our own way of dealing with conflict. However, researchers have identified five basic styles or strategies that are frequently used in conflict and are considered the five basic negotiation strategies used to negotiate everything from complex salary negotiations to where to go for lunch. The conflict-management styles are: avoid, accommodate, combat, compromise, and collaborate. ( )
Effective conflict managers use different conflict-management styles and strategies depending on their goals and relationship to the other person. We can turn a conflict into positive maturation, by exercising the appropriate style or strategy. Therefore, what was negative can be transformed by brainstorming, relieving tension, eliminate long-enduring problems, and improving relationships amongst those involved. Knowing your conflict-management preference will allow you to move beyond personal aspects and move toward the most effective style for the situation and the
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The communication process begins with active listening which illustrates you are actively engaged with the speaker. A subtle and powerful style of listening is “attentive listening” which is more about presence than active involvement. Therefore, the attentive listener pay attention to the speaker’s words and focus on the message. Attentive listeners are able to distinguish when you are attentively listening, because it reflects in our physical and emotional responses. The goal of an effective listener is to understand the message, not judge the message or the speaker. Resist the urge to defend, correct, disprove, or question what the other person is saying. Listen for data that disproves rather than supports their message. Remember, that the person that you are in conflict with is sharing their perceptions and it does not matter if it in alignment with your perception. (Unless you are the

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