Conflict Management Styles

This article discusses the different conflict management styles that can be used to resolve conflicts in an organizational setting. It provides real-life examples and insights on how to manage conflicts effectively. The article also highlights the importance of considering compromise and collaboration as conflict resolution styles.

Running head: CONFLICT MANAGEMENT STYLES 1
CONFLICT MANAGEMENT STYLES
Name
Institutional Affiliation

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In any organizational setting, conflicts are inevitable as people have varied opinions.
There are various factors that could result to conflicts. Conflicting priorities and/or goals
amongst various individuals is one source. Scarcity of resources results to conflicts when various
parties are competing for the same resources. Additionally, people have different styles of
undertaking their activities. Discrepancies in such styles whereby each individual is after
implementing his way of undertaking activities subsequently results to conflicts (Rahim, 2010).
There are several styles of conflict management as outlined henceforth.
The first style is accommodating. Here, one of the conflicting parties has to display high
levels of cooperation as well as minimal courage (Lussier & Achua, 2015). The most basic way
that one could accommodate is by showing acknowledgement to the seconds party suggestions
or points of view and subsequently accepting implementation of his methodologies. Whereas
accommodation could result to the accommodator developing feelings of resentment towards the
other party, it brings about peace and subsequently signals a go-ahead in normal organizational
undertakings. On the other hand, some could opt to stand their ground rather than
accommodating. This resolution style calls for high levels of courage and determination. Short
term rewards are accruable from this style but detrimental effects could arise in a business in the
long run (Phillips & Gully, 2013).
The third conflict management style is collaborating. This style calls for advanced levels
of consideration. It involves discussions by both parties and coming to common terms that both
parties feel that they will be of mutual benefit. Creative and critical thinking are both essential
for the success of this style. Collaborators usually earn much respect and admiration from other
people. Conflicts could also be managed by avoiding the conflicts. Here, one party simply
withdraws from the issue by pretending that it never happened. The last style used in conflict

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management is compromising. Here, a lose-lose scenario is displayed when none of the parties
achieves what they were after (Ayoko, Ashkanasy, & Jehn, 2014). Reasonable levels of
cooperation and assertiveness are essential to effect success of this style.
In the course of my summer holiday, I and four members of my class decided to make an
educational trip to a manufacturing company. The primary goal of the trip was to learn on
various management techniques used in that company. Conflict arose when three of us suggested
that we should travel by bus while the remaining two friends were of the airplane alternative. To
support our idea, we argued that travelling by bus is cheaper and convenient because buses are
accessible easily. I further added that buses are the best choice as they could get us close to our
destination unlike disembarking a plane in the airport and taking a cab to our destination. The
other party simply argued that using plane transport is faster and comfy. After a lengthy debate
that involved weighing all the advantages and drawbacks, we settled on using road transport.
Although I stood my ground till the end, the other party was discontented with our final
decision. In future, I would prefer the conflict to be compromised and go for alternative means of
transport outside our argument frame. Opting for rail transport could have eased the situation and
avoid feelings of resentment from one party.

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References
Ayoko, O. B., Ashkanasy, N. M., & Jehn, K. A. (2014). Handbook of Conflict Management
Research. Edward Elgar Publishing.
Lussier, R. N., & Achua, C. F. (2015). Leadership: Theory, Application, & Skill Development (6
ed.). Cengage Learning.
Phillips, J. M., & Gully, S. M. (2013). Organizational Behavior: Tools for Success (2 ed.).
Cengage Learning.
Rahim, M. A. (2010). Managing Conflict in Organizations. Transaction Publishers.