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Conflict Resolution Styles

Name

Institution

Coarse Due Date

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Conflict Resolution Styles

In a vibrant team of workers in an organization, the management always considers

conflict among employees as a positive sign for continuous growth. Conflict always occurs

when staff shares different opinions while working. Conflict serves as a starting point for

performance improvement in an institution. It is necessary to evade defensive avoidance to

maintain an unhealthy agreement for the sake of moving forward when a crisis occurs.

Managing conflict with a positive attitude is critical for steering team development (Levi &

Askay, 2020). Numerous sources can lead to conflicts among team members as a poorly

managed team, remuneration differences, legitimate contrasting of ideas, behavior

differences, etc. Different conflicts are resolved using different styles that will enable the

organization to gain the most from the existing conflict (Wang & Wu, 2020).

Management of a conflict in a firm can either lead to constructive or destructive team

development. The style used to manage a scuffle can either be a cooperative strategy that is

beneficial for the company and individual growth or a competitive that only focuses on

individual performance development. Several styles can be applied to resolve conflict

depending on the existing scuffle and the relationship of members involved. The first

approach to handling conflicts is avoidance, which ignores an existing conflict and hopes the

problem will vanish by itself. Accommodation is another style where team members resign

from their current position to be heard. This method is risky because the management tends to

lose an opportunity of listening to all the opinions of all members involved in the conflict.

Confrontation strategy encourages staff to act aggressively just for the sake of

winning. This approach can lead to bad decision-making that can be costly to the

organization or personnel in the future (Levi & Askay, 2020). A compromising approach

ensures that all parties involved in the conflict agree to the set solutions to end the conflict. A
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collaborative approach is the best style to guarantee that all the members benefit from the

existing conflict since it tries to give solutions that favor everyone. This tactic requires

cooperativeness and willingness to resolve the conflict for the benefit of all parties involved.

We were recently assigned a group task where each individual was to perform a

specific task. Some members started to show some signs of laxity by not delivering the

required results as required by the objective of the group work. Since it was noted earlier, we

applied the compromising technique to resolve this issue. All the team members shared their

opinions, and we all agreed to start working together to achieve the set targets of the allocated

group work. The main challenge encountered during this conflict resolution was the

unwillingness of some members to engage in this process. Some of the members were

unwilling to solve this problem because of the disappointment that other members had

brought to the group.

Resolving a conflict is not an easy mission, especially when an organization lacks a

proper mediation or conflict resolution process. Some of the barriers that can lead to

unsuccessful conflict resolution are poor or lack of communication, unwillingness to find the

solution by team members involved, refusal to compromise, and when some members sense

some form of equitableness in the solution provided (McQuerrey, 2021).

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References
Levi, D., & Askay, D. (2020). Group Dynamics for Teams. In D. Levi, & D. Askay, Group

Dynamics for Teams (pp. 158-168). California: SAGE Publications Inc.

McQuerrey, L. (2021). Barriers Encountered in Resolving Conflict. 1-2.

Wang, N., & Wu, G. (2020). A systematic Approach to Effective Conflict Management for

Program. Sage Journals, 1-4.