Conflict resolution is a process in which good outcomes are prioritized, and negative ones are minimized. This vital managerial ability necessitates innovative thinking, negotiation, and the application of several tactics. An organization can effectively manage conflict, improve business outcomes, improve customer satisfaction, and reduce interpersonal disputes. There are five conflict management techniques, as defined by the Thomas-Kilmann model (Thomas & Kilmann, 2012).
Accommodating
Prioritize the other party’s demands over one’s own in this manner. You let them “win” and attain their objectives. You can request accommodation if you do not care as much about the topic as the other person, if you do not think it is worth your time to continue the fight, or if you believe you are mistaken (Thomas & Kilmann, 2012). Choosing this option means knowing when to fight, maintaining peace, and not trying to solve the problem more than necessary. Despite its apparent weakness, accommodation may be the most efficient strategy for resolving a minor disagreement and moving on to more pressing matters. Despite the resolver’s high level of cooperation, this approach can lead to resentment.
Avoiding
This method seeks to reduce conflict by ignoring it, eliminating the disagreeing parties, or avoiding it. Conflicting team members could be removed from the project, deadlines could be extended, or even people could be reassigned to other departments (UZUN & AYIK, 2017). (UZUN & AYIK, 2017).
Compromising
This strategy invites both sides to compromise on a few parts of their aspirations to agree on a solution. This technique is frequently called lose-lose since both parties will have to give up a few items to achieve an agreement on the broader issue. This is used when there is a short deadline or when a solution must be implemented rather than ideal.
Competing
This way of dealing with viewpoints does not accept compromise and does not give in to what other people want or need. One party does not back down until they get what they think is right in a situation and stand firm in what they think is right.
Collaboration
Even though implementing this strategy frequently requires the most effort and time, the best outcomes are achieved over time. The goals and needs of each party are considered, and a win-win solution is found so that everyone is satisfied in the end. This frequently necessitates a meeting between all parties to discuss the problem and negotiate a solution.
Collaboration is the most efficient strategy because, in the end, everyone is satisfied, and a solution is found. Competition is the least effective method. Many people say that you should not rely on this method. No one is pleased, and there is no solution. Collaboration, which is the most effective approach to conflict resolution, is improved in the following ways:
When leadership behavior standards are established, they set standards for the entire workforce. Examples include acting with integrity, respecting others, and striving to achieve milestones. Collaboration requires commitment from each participant. Including all team members in the decision-making process, addressing concerns, and resolving disagreements ensure the team’s long-term success, according to leaders who value participation. However, this should not be done during a crisis or emergency because it can take a long time. The next step for a leader is to take command and make difficult decisions (Saeed et al., 2014).
Emotional intelligence helps people become more self-aware, control their emotions, be motivated to accept challenging assignments, show empathy for others, and communicate efficiently. People with a high level of emotional intelligence can settle arguments and put in much effort to build and keep positive relationships. All of this makes the workplace more productive. Emotional intelligence self-assessment tools for teams are available online from the Institute for Health and Human Potential (Saeed et al., 2014). Employees tend to be able to make more positive and enthusiastic contributions to the workplace when they develop emotional intelligence. Better outcomes for employees and businesses frequently result from a person’s enthusiasm for achieving objectives and collaborating more effectively with others.
References
Saeed, T., Almas, S., Anis-ul-Haq, M., & Niazi, G. (2014). Leadership styles: relationship with conflict management styles. International Journal of Conflict Management, 25(3), 214–225. https://doi.org/10.1108/ijcma-12-2012-0091
Thomas, K. W., & Kilmann, R. H. (2012). Thomas-Kilmann Conflict Mode Instrument.
UZUN, T., & AYIK, A. (2017). Relationship between Communication Competence and Conflict Management Styles of School Principals. Eurasian Journal of Educational Research, 17(68), 169–188. https://doi.org/10.14689/ejer.2017.68.9
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