Successful corporations equip dynamic teams, groups, of employees to effectively achieve organizational goals and promote job excellence. Groups provide quality decisions, improve employee morale, contribute creativity and processes to achieve job performance, and typically improve employee communication (Trident 2016). Regardless, if a manager guides individuals or groups, task or process conflicts arise when discussions occur, dependent on employee’s personalities, interests, and/or goals. In conflict management successful managers recognize their individual primary style, understand situations may require different styles, and realize areas of opportunities for improving in order to triumph in directing individuals or groups through conflict.
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Task conflict creates improved team performance, while relationship conflict results in organizational or personal type attacks and limits outcomes. Managers incorporating integration attempt to provide a resolution to conflict with concern about other’s outcomes while distribution refers to the spotlight on personal, individual outcomes (Issue Teams n.d.). The Washington State University conflict-management style survey reveals primary conflict management style in five categories – accommodating, avoiding, controller, collaborator, or compromising approaches. Personally, the survey revealed my primary conflict management style as a collaborator, incorporating assertiveness and cooperation, concentrating on achieving goals and promoting relationships with a score of eighty two in the collaborator column, twenty three in the compromiser role, and recording the least in the accommodator role. A collaborator typically works with all members of a group to identify fundamental differences, develop compromising possibilities, while ensuring the inclusion of all members. My least preferred style, accommodator, refers to an unassertive, yet cooperative supervisor willing to abandon his/her personal ideas, conceding to the concepts of …show more content…
As group conflict occurs, often alliances are formed within the group based on opinions and sides, resulting in the inability to focus on the issues or goals (Issues Team n.d.). A collaborator facilitates open dialogue among a team, distinguishing underlying factors, encouraging various ideas, and incorporating understanding of other’s views, yet not necessarily agreement in those views. For example, the hospital developed a committee to change policy on infection control; conflict arose as individual team members touted their best ideas yet no one could agree. Operative leadership should encourage creative thinking, highlighting all the ideas and encourage discussion to develop a problem-solving type atmosphere, over several sessions if necessary to reach the optimal policy change. In contrast, if a group is limited on time, collaborating conflict management tends to be harmful extending the schedule, as well if there is no group commitment. Considering situations that benefit from the accommodator conflict management style results in a scenario where the problem or decision is not of great importance. For example, if a manager presents a team of coworkers with the challenge to develop a charitable event, the group begins to argue about the name of the occasion. In this instance, an accommodator style would be
Task conflict creates improved team performance, while relationship conflict results in organizational or personal type attacks and limits outcomes. Managers incorporating integration attempt to provide a resolution to conflict with concern about other’s outcomes while distribution refers to the spotlight on personal, individual outcomes (Issue Teams n.d.). The Washington State University conflict-management style survey reveals primary conflict management style in five categories – accommodating, avoiding, controller, collaborator, or compromising approaches. Personally, the survey revealed my primary conflict management style as a collaborator, incorporating assertiveness and cooperation, concentrating on achieving goals and promoting relationships with a score of eighty two in the collaborator column, twenty three in the compromiser role, and recording the least in the accommodator role. A collaborator typically works with all members of a group to identify fundamental differences, develop compromising possibilities, while ensuring the inclusion of all members. My least preferred style, accommodator, refers to an unassertive, yet cooperative supervisor willing to abandon his/her personal ideas, conceding to the concepts of …show more content…
As group conflict occurs, often alliances are formed within the group based on opinions and sides, resulting in the inability to focus on the issues or goals (Issues Team n.d.). A collaborator facilitates open dialogue among a team, distinguishing underlying factors, encouraging various ideas, and incorporating understanding of other’s views, yet not necessarily agreement in those views. For example, the hospital developed a committee to change policy on infection control; conflict arose as individual team members touted their best ideas yet no one could agree. Operative leadership should encourage creative thinking, highlighting all the ideas and encourage discussion to develop a problem-solving type atmosphere, over several sessions if necessary to reach the optimal policy change. In contrast, if a group is limited on time, collaborating conflict management tends to be harmful extending the schedule, as well if there is no group commitment. Considering situations that benefit from the accommodator conflict management style results in a scenario where the problem or decision is not of great importance. For example, if a manager presents a team of coworkers with the challenge to develop a charitable event, the group begins to argue about the name of the occasion. In this instance, an accommodator style would be