![]() ![]() It means digging into an issue to pinpoint the underlying needs and wants of the two individuals. Collaborating involves an attempt to work with others to find some solution that fully satisfies their concerns. COLLABORATING is both assertive and cooperative-the complete opposite of avoiding.Avoiding might take the form of diplomatically sidestepping an issue, postponing an issue until a better time, or simply withdrawing from a threatening situation. AVOIDING is unassertive and uncooperative-the person neither pursues his own concerns nor those of the other individual.Accommodating might take the form of selfless generosity or charity, obeying another person’s order when you would prefer not to, or yielding to another’s point of view. When accommodating, the individual neglects his own concerns to satisfy the concerns of the other person there is an element of self-sacrifice in this mode. ACCOMMODATING is unassertive and cooperative-the complete opposite of competing.Competing means “standing up for your rights,” defending a position which you believe is correct, or simply trying to win. This is a power-oriented mode in which you use whatever power seems appropriate to win your own position-your ability to argue, your rank, or economic sanctions. ![]() COMPETING is assertive and uncooperative-an individual pursues his own concerns at the other person’s expense.The Five Styles of Conflictįollowing is a brief description of each style, as explained by the author’s of the assessment. ![]() Although the assessment is a useful tool, simply understanding the various positions people tend to lean towards is often enough to engage meaningful conversations within your team. An assessment that measures conflict styles based on both assertiveness and cooperativeness. Bringing this form of self-awareness to ourselves and our team will also create new language and understanding that will, over time, enable all involved to succeed in team communications.Įnter the Thomas-Kilmann Instrument. Knowing how others handle conflict, as well as how WE handle conflict, will empower us to more effectively lead them and our teams. It can be very difficult to lead people who consistently exhibit a particular styles of conflict, especially if it is different from our own. Even on the day I notified him I would have to fire him, he smiled at me and told me it was OK, even though I knew he liked his job and wanted to keep it.įor leaders, confrontation is inevitable. He worked very hard at avoiding any form of conflict. Unfortunately, I’ve been in the position of needing to do so more than I’d like (once is too often.) One person I had to “let go” partly because he wouldn’t be honest with me whenever I confronted him. Firing people is perhaps the most difficult things a leader must do for the team and organization. ![]()
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March 2023
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