Conflict Management

This essay explores the topic of conflict management, focusing on two different styles: competing and collaborating. It discusses the advantages and disadvantages of each style and provides real-life examples to illustrate their applications. The essay concludes by comparing the effectiveness of the two styles and determining the most effective approach for resolving conflicts.

Running Head: CONFLICT MANAGEMENT
CONFLICT MANAGEMENT
Name of the Student
Name of the University
Author note

2
CONFLICT MANAGEMENT
Introduction
Conflict is considered to be an endemic to all the socialized creature. If we look at the
subject of ‘conflict’ from a broader perspective, we will find that, conflicts are tend to arise
inevitably within a group of people who belong to the same or different society. This broad
perspective about conflicts indicates to a narrower perspective where occurrence of conflicts is
natural. For example, the conflicts within a business organization can be mentioned. In the
organizational context, conflicts are defined as the disagreement or mental struggle that is the
result of varying or opposing and interests of different people related to an organization. Four
basic types of conflict can be observed, these are: data conflicts, relationship conflicts, interest
conflicts, structural conflicts, value conflicts. The importance of conflict management can be
derived from the reasons and consequences of conflicts with an organization. Conflicts happens
within an organization when the interests, opinions as well as the perspectives of individuals
working in an organization varies, and they are not willing to compromise, their interests for the
sake of others; or they are not willing to understand each other’s perspective. Due to
organizational conflicts, the healthy work culture within an organization is hampered this again
reduces the spirits of the workers to work hard or enhance productivity. Conflicts often
demotivate employees to the extent that they are reluctant to attend office. Hence prudent
strategies should be formulated by for managing the conflicts within an organization. This will
aid in the maintenance of a healthy work culture which will in turn help the employees to work
peacefully. Such a peaceful environment will boost an employee to work hard, enhance
productivity and earn incentives. Again, the management of conflict will also put a stop to the
wastage of time due to unnecessary debate and or illogical negotiation in order to deal with

3
CONFLICT MANAGEMENT
conflicts. This will enable the employees to utilise their full potential leading to an increase in
the overall productivity as well as the growth rate of the respective organization. There are
several models and theories formulated specially to solve conflicts within an organization. One
such model is the ‘Mountain Model’, where conflict negotiation is described as a high mountain
that has to be climbed. Other models are-Mutual Gains Model and Concession‐Convergence
Model. According to these models, conflicts can be handled through, physical psychological
ways, inaction, capitulation, withdrawal, intervention of the third parties or negotiation. Again,
Thomas and Kilmann’s have suggested five styles of conflict management. These are: Competing,
Accommodating, Avoiding, Compromising and Collaborating. This essay delves deep into two
different styles of conflict management- competing and collaborating and attempt to find out the
most effective one. Hence, the thesis statement in this essay is to provide real-life evidences and
argue which one of the styles of conflict management discussed in this study, aids in the
elimination of conflicts without making any compromise on the part of the time taken as well as
the productivity of the employees (Cordeiro, Cunha &Lourenço, 2019).

4
CONFLICT MANAGEMENT
Body paragraph 1: Competing approach
In case of competing style of conflict management, the needs of an individual are
advocated over the needs and demands of other people. From the name of this conflict
management style, it can be understood that the approaches followed in this style of conflict
management depends on a method of communication which is aggressive. The supporters of this
style of conflict management tend to gain control over a discussion, in both the cases of the
substance as well as the ground rules (Jagannathan, Kumar&Meganathan, 2019).
As a consequence of the aggressive approaches of competing style, the supporter of this
style of conflict management, become capable of gaining control over the debates as well as
discussion regarding the conflict that has been arisen. This enables them to meet their needs, but
the conflict is actually not resolved, only interest of a few are met. Others involved in the topic
lose in the debates and their needs and interests are not met (Sahoo& Sahoo, 2019).

5
CONFLICT MANAGEMENT
According to experts, the advantages of competing style are very few. Experts consider
that supporters of this style of conflict management can easily gain control over the debates. This
again enables them to meet their needs
According to experts there are several disadvantages of competing style. Some argues
that, competing style is not applicable for all kinds of conflicts like- relationship conflicts, data
conflicts and so on. Again, some experts consider that, in this style of conflict management, the
point of view of both the parties involved in the dispute are not valued, which leads to biasness
and misunderstanding (Chang&Andreoni, 2019).
In order to understand the role of the competing style of conflict management in a real-
life scenario, the conflicts between the customers of an Australian car manufacturing company
‘Holden’ can be mentioned. Holden provided the Australian Competition and Consumer
Commission (ACCC) an undertaking enforced by law after accepting that it had probably
breached the consumer law only in the case of the. Owners of 'lemon' cars (Wehr, 2019).
According to the conflicting situation, one of the disgruntled customers entered into the store and
told that the manager should be accountable for the breaching of the consumer law by the
company. In this case, applying competing style of conflict management, there may arise
situation, where due to the aggressive approaches of competing style, the disgruntled customer
may be able to prove himself or herself right. In this case the disgruntled customer may become
capable of gaining control over the debates as well as discussion regarding the conflict. This
enables them to meet their needs, but in reality, if there is no valid reason for the disgruntle, or if
there is no proof that the customer is actually affected by the unscrupulous activity of the
manager, then there may arise situation, in which, a customer may impose fake charges on the
company and win the argument with the help of competing style of conflict management.

6
CONFLICT MANAGEMENT
Body Paragraph 2: Collaborating Style
The process of pooling of the needs as well as goals of the individual toward a general
objective is referred to as Collaborating style of conflict management. Often Collaborating style
of conflict management is termed as “win-win problem-solving,”
In order to apply this style of conflict management, assertive communication as well as
cooperation are required, so that a solution better than that achieved by an individual, can be
reached. Collaborating approach offers the opportunities for consensus, the assimilation of the
needs, and the hidden potentiality to transcend the ‘budget of possibilities’ that previously
restricted the views regarding the conflict. One of the greatest features of this conflict
management style is, it makes provision for resolving the dispute meaningfully by bringing new
time, energy, as well as ideas (Cusack,et al., 2019).
According to experts, the advantages of Collaborating Style are many. One of the most
essential advantages of collaborating style of conflict management makes all of the parties
indulged in the conflict feel valued as well as understood. This abolishes the chances for the
generation of more conflicts. For example, at the time of conflict when a person listens to the
concerns of other people involved in the dispute, the hostility in the path of free expression is
diffused (Forbat& Barclay, 2019). Some experts consider that, Collaborating style of conflict
management removes all the misunderstandings between the groups or parties involved in the
dispute. Often conflicts arise because neither of the sides is willing to pay hid to each other’s
statements. Collaborating style of conflict management ensures that both the sides and parties
indulged in the dispute are equally valued by each other. This foster understanding, mutual
respect, as well as empathy between the parties and paved the way for resolving the conflict

7
CONFLICT MANAGEMENT
(Caber,et al., 2019). Again, some consider that, collaborating style of conflict management sets
the tone for the resolution of the future conflicts.
According to experts there are a few disadvantages of Collaborating style. One of them is
that, this style of conflict management is time consuming, this kind of delay decreases
productivity at the workplace. Some consider that, Collaborating style consumes a lot of energy.
According to some experts, the application of collaborating style of conflict management
consumes a lot of effort. Again some think that, Collaborating style of conflict management
raises tension and resentment (Chen, & Phillips,2019).
A real-life instance of collaboration can be observed in the HubSpot Ideas Forum. This
site carries on activity as an open forum allowing the customers to propose innovative ideas for
the products manufactured by HubSpot. In case of any conflicts between the HubSpot authority
and the customers, the collaborative style of conflict management is applied. For instance,
HubSpot provides customers an outlet to convey their needs or demands to HubSpot. Again,
HubSpot gathers the feedbacks from the customers, which they use to renovate their products.
This application of the collaborating style ensures the elimination of all kinds of disputes, as both
the parties (consumers and producers) are equally valued by each other which make provision for
the free expression, mutual respect and understanding between both the parties (Curcija, M.,
Breakey&Driml, 2019).
Body Paragraph 3: comparison between competitive and collaboration styles
In order to compare the effectiveness of both the styles of conflict management the dispute in
the RMG sector for poor wages structure can be taken as an example. The conflict was between
garments labors’ and garments’ owners’ as the company’s new wage structure was inefficient. It

8
CONFLICT MANAGEMENT
is the garments’ owners’ ignorance and the implementation of the competing style of conflict
management, that the workers are compelled to abide by the new wage structure. A s a result this
dispute took a devastating form, leading to a halt in the production in 100 garment factories and
injuries of 50 people in collision between the workers and the higher authority (Mosadeghrad,
&Mojbafan,2019).
Instead of applying the competing style of conflict management, if the garment owners
would have opted the collaborative style of conflict management, the workers would have been
allowed to express their point of views freely, and both the parties would value and listen to each
other’s stamen. This would have led to a situation of mutual understanding and negotiation in a
fair way. Both the parties would have equally valued in the collaborating style which would have
made provision for mutual understanding, respect, as well as empathy between the parties and
paved the way for resolving the conflict.The industry would not have to suffer from a halt in the
production and there would be no clashes and injuries.
From the above example, it can be easily understood the collaborating style of conflict
management would be more effective in the context.the approaches of competing styleare
aggressive. Moreover, in case of competing style, the point of view of both the parties involved
in the dispute are not valued, which leads to biasness and misunderstanding. In the above
example the aggressive and biased approach in the competing style created obstacles in the
production of the RMG sector leading to a clash between the laborers and the higher authorities.
The factors that accelerated this dispute is the ignorance of the manufacturer to the laborers, their
attitude to the labourer was demeaning (Caputo, et al., 2019).

9
CONFLICT MANAGEMENT
On the contrary, if Collaborating style is applied in this case, it will allow both the parties to
listen to each other carefully. This would decrease the rate of the dispute, as listening to each
other’s’ point of view would make provision for a clear understanding. This would abolish the
chances of any loses to the sector. Collaborating approach would make both the parties to be
empathetic to the other side. This would stop them from indulging into any clashes. All these
would pave the path for negotiation. Thus mutual respect and empathetic tone of collaborating
style would resolve the conflict easily. Hence Collaborating style is the better style of managing
conflict.
Conclusion
In the conclusion, it can be said that, Conflict management is difficult, especially for the
business organizations. Derivation of appropriate techniques to resolve the conflict depends on
the type and complexity of the problem. It is also dependant of personal experiences and
understanding the right approach for managing the dispute. After the identification of the
technique, a proficient manager will require time to understand and identify the suitable
procedures for resolving the conflicts. This is applicable for the managers of all the sectors.
Hence, it can be said that, resolving the conflict in health sectors is not something that should be
taken with significant weight but something to be learned and put into practice. In general, it can
be stated that, the approach to solve conflicts in the health as well as other sectors should be
unbiased and empathetic.

10
CONFLICT MANAGEMENT
References
Caber, M., Ünal, C., Cengizci, A. D., &Güven, A. (2019). Conflict management styles of
professional tour guides: A cluster analysis. Tourism Management Perspectives, 30, 89-97.
Caputo, A., Marzi, G., Maley, J., &Silic, M. (2019). Ten years of conflict management research
2007-2017: An update on themes, concepts and relationships. International Journal of
Conflict Management, 30(1), 87-110.
Chang, H. J., &Andreoni, A. (2019). The Political Economy of Industrial Policy: Structural
Interdependences, Policy Alignment and Conflict Management.
Chen, H. X., Xu, X., & Phillips, P. (2019). Emotional intelligence and conflict management
styles. International Journal of Organizational Analysis.
Cordeiro, J. P. P., Cunha, P., &Lourenço, A. A. (2019). Conflict management, commitment and
organizational citizenship behaviors: empirical study in a higher education institution. In
III International Forum on Management “Value Creation and Local Heritage”.
Curcija, M., Breakey, N., &Driml, S. (2019). Development of a conflict management model as a
tool for improved project outcomes in community based tourism. Tourism Management,
70, 341-354.
Cusack, J. J., Duthie, A. B., Rakotonarivo, O. S., Pozo, R. A., Mason, T. H., Månsson, J., ... &
Tulloch, A. (2019). Time series analysis reveals synchrony and asynchrony between
conflict management effort and increasing large grazing bird populations in northern
Europe. Conservation Letters, 12(1), e12450.

11
CONFLICT MANAGEMENT
Forbat, L., & Barclay, S. (2019). Reducing healthcare conflict: outcomes from using the conflict
management framework. Archives of disease in childhood, 104(4), 328-332.
Jagannathan, S., Kumar, V. S., &Meganathan, D. (2019). Design and implementation of in-situ
human-elephant conflict management system. Journal of Intelligent & Fuzzy Systems,
(Preprint), 1-9.
Mosadeghrad, A. M., &Mojbafan, A. (2019). Conflict and conflict management in Iranian
hospitals. International Journal of Health Care Quality Assurance, (just-accepted), 00-00.
Sahoo, R., & Sahoo, C. K. (2019). Organizational justice, conflict management and employee
relations: The mediating role of climate of trust. International Journal of Manpower.
Wehr, P. (2019). Conflict regulation. Routledge.