Groups and Teams

There are five strategies we could use to manage conflict in a workplace. Competing is a desire to satisfy one’s interests, regardless of the impact on the other party to the conflict (Robbins & Judge, 2009). It shows high assertiveness and low cooperation. If urgent and undesirable decisions are necessary competing may be necessary. It is often used to protect one’s self-interest. Avoidance involves pretending a conflict does not really exist (Schermerhorn, Hunt, & Osborn, 2008). It shows low assertiveness and low cooperation. People avoid conflict due to fear or lack of confidence on themselves. Avoidance could be necessary when an employee is in a lower position, to reduce tension or to let time pass by, waiting for the right timing to respond or challenge back. Accommodation or smoothing involves playing down difference and finding areas of agreement (Schermerhorn, Hunt, & Osborn, 2008). This shows low assertiveness and high cooperation. People use accommodation if the result of the conflict is not important to them. Accommodation may be necessary to prove a point, encourage performance, and create or maintain friendships. Compromising is a situation which each party to a conflict is willing to give up something (Robbins & Judge, 2009). It involves a moderate level of assertiveness and moderate level of cooperation. Some people may see compromise as both parties winning. Compromising may be necessary when the parties involved have equal power, with the same level or position. It may be used as a temporary solution when there are time constraints involved. Lastly, collaborating is a situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties (Robbins & Judge, 2009). It involves high level of assertiveness and high level of cooperation. Some people say collaboration is the best solution to conflict management because it always has a positive outcome. Collaboration requires a