Conflict Management Styles in Organizational Behaviour

This document discusses the importance of handling workplace conflicts in organizations and explores the different conflict management styles. It focuses on the benefits of using the collaborative style over the competitive style in resolving conflicts. The document also provides helpful links for further reading on leadership and conflict management.

Running head : ORGANISATIONAL BEHAVIOUR
ORGANISATIONAL BEHAVIOUR
Name of the Student:
Name of the University:
Author Note:

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Conflicts come as a part and parcel of any business whether it is big or small. Limitations
and conflicts cannot be overlooked in any business enterprise. The short comings are to be dealt
with a calm and cool mind. Short comings in every form is inevitable when it comes to an
organization. In order to handle workplace conflicts a person has to have a calm and collected
composure, good communication skills, a wider perspective and wisdom (Rahim 2017).
My two-team members are keen on doing a project. However, they are overworked and
do not want to feel over burdened. Both of them have their own methods to solve the conflicts.
One wants to use the collaborative style while the other wants to implement the competitive
style. I personally feel that the outcome of the negotiation will be that they use the collaborative
method. The collaborative method will require less work and less time. None of them would be
overburdened with workload (Cahn, D.D. and Abigail 2014). This way they will feel
comfortable and at ease. Hence, the pressure won’t be on one person. In a collaborative style,
everyone gives suggestions and every opinion counts. This helps in resolving the conflict in a
better way as many perspectives are put forward. There is better communication and free
expression (Spaho 2013). This is not available in the competitive style of conflict management.
The collaborative style helps in fostering mutual understanding, respecting and empathy.
In a competing style, one person feels pressurized and intimidated. A person does not get
options and opinions of others. This lack of perspective can be detrimental for any organization.
One person cannot think from different perspectives and that is when the collaborative style is
required. A competitive style means there is no one to go to for advice or suggestions. No
support from fellow team members or co-workers will be available (Bcg.com. 2018). This may
lead to problems. It is very important to have support of other team members. It is also beneficial
to know all the sides of a conflict. Often in a competitive style of conflict resolution, the person

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is blinded by his quest to compete and he does not understand where he should take stance. Also,
a personal drive for power and winning overlooks the interest of the organization and the well
being of others. People who have an innate competitive streak can be harmful for the company.
Competitive people often lack a better approach to solutions because they are utilitarian and goal
focused. They are too demanding and aggressive at times (DeChurch, Mesmer-Magnus and Doty
2013). Most of the time competitive people believe that they are right and others are correct.
They are headstrong people and this deters them from having a wider perspective. Hence, such a
person can cause a lot of hindrance to the organization. Therefore, I believe that the team
member who wants to implement the collaborative style should be given the task of completing
the project, as this will be beneficial for the organization (Hbr.org. 2018). The three links which
would provide helpful guidance to students on future assignments and studies on leadership and
conflict management are:
1. https://www.bcg.com/en-in/publications/2010/people-organization-new-leadership-rules.aspx
2. https://www.forbes.com/sites/forbeshumanresourcescouncil/2018/03/22/the-art-of-conflict-
resolution-among-leadership/#317d9a4e261b
3. https://hbr.org/topic/conflict

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References:
Bcg.com. 2018. Bcg.com. [online] Available at:
https://www.bcg.com/en-in/publications/2010/people-organization-new-leadership-rules.aspx
[Accessed 27 Dec. 2018].
Cahn, D.D. and Abigail, R.A., 2014. Managing conflict through communication. Pearson.
DeChurch, L.A., Mesmer-Magnus, J.R. and Doty, D., 2013. Moving beyond relationship and
task conflict: Toward a process-state perspective. Journal of Applied Psychology, 98(4), p.559.
Forbes.com. 2018. Forbes.com. [online] Available at:
https://www.forbes.com/sites/forbeshumanresourcescouncil/2018/03/22/the-art-of-conflict-
resolution-among-leadership/#317d9a4e261b [Accessed 27 Dec. 2018].
Hbr.org. 2018. Hbr.org. [online] Available at: https://hbr.org/topic/conflict [Accessed 27 Dec.
2018].
Rahim, M.A., 2017. Managing conflict in organizations. Routledge.
Spaho, K., 2013. Organizational communication and conflict management. Management: journal
of contemporary management issues, 18(1), pp.103-118.