A conflict is a common part of workplace relationships defined as a disagreement between two individuals affecting something that one party care about. People working together may implement conflict management approaches appropriate for disputes that arise. Several types of conflict management approaches noticed in the workplaces are the accommodating approach, avoiding approach, collaborating approach, competing approach, and compromising approach.
As an Assisting Living facility employee, the conflict management approaches used at work are; the collaborating approach, and accommodating approach. These approaches depend on the dispute circumstances in the facility and are different for my personal conflict management style. However, the main points of this paper are to discuss these conflict management approaches used at work, and my personal conflict management style.
The Conflict Management Approaches at Work The Assisting Living Workplace is an environment of caregivers, care managers, human resources, and other employees working together to achieve the purpose of caring deeply for seniors. Thinking of different conflicts that this workplace deals with, the executive director opted for two conflict management approaches such like the accommodating approach, and the collaborating approach. These approaches are used any time that the facility deals with disputes involving residents, employees, and family members.
The Term Paper on Conflict Management 4
Definition A team is a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.1 Although student teams may not satisfy all the requirements of the definition, the degree to which they do often determines their effectiveness. Rationale “Students do not come to school with all ...
The accommodating approach or peacekeeper mode is a high degree cooperation, which may be against the employee desire outcomes, but effectives to the preservation of future relations with other party (Aldag, 2002).
Conflicts at work involved seniors, meanwhile; an individual in the high level of care may rejects certain processes of care such like activities, and social meetings. The caregiver with a goal of making sure that the resident goes through these processes will give up that goal just to be nice and preserves a good relation with a resident.
The accommodating approach is also used when family members are complaining about certain cares, which were not given to their love once. Care managers will agree with the family in that issue just to be pleasant. The accommodating approach in the dispute creates a loss and win solutions where employees make a choice to acquiesce to the needs of the party just to avoid conflict or stress. Even though the accommodating approach is a non-productive position at work, the Assisting Living gain more for a resident, family member, and other party than taking strong position.
Besides the accommodating employees who prefer to serve the residents before themselves, help to get things done while preserving harmony. Collaborating in conflict management is another approach used at work, especially within employees only. The collaborating approach is about trying to find the best solution for employees involved in the conflict (Hellriegel, 2001).
The Assisting Living is a work environment with employees of different ethnics, meanwhile; the executive director faces many issues that need to be solved by bringing solutions through collaboration.
For instance, a resident who moved in the facility supposed to be monitored and observed by employees for 90 days before the final meeting with the family for the service plan. However, this service plan is the appropriate care level for a senior. Sometimes the report of this 90 days for each employees are different, some of the workers will mention that the resident need a high level of care, while others will suggest less care. This situation usually created a conflict within the facility, and the executive director will have to call an employee meeting, and listen before thinking about collaboration.
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When you think of conflict in a work group, do you have the image of a bickering group or of people getting nowhere fast? Are you the type of person that would do almost anything to avoid being disagreeable with others? Maybe you view conflict as a constructive part of problem solving. If you agree with the last statement, then you might be encouraged to know that most experts agree that conflict ...
The executive director knows when to use the collaborating approach that will help on setting a final report for the service plan of the resident. The employee parties will end by collaborating to find a mutual beneficial solution associated to the expression of the resident needs and concerns. Collaborating approach tend to take time compared to other approaches in conflict management, however; the executive director at work do not uses collaboration on trivial disputes to avoid the overload conflicts.
Accommodating, and collaborating approaches in the conflict management used at work are successful, even though these contradict my personal conflict management style. Personal Conflict management style My personal conflict management style is the compromising approach different from work approaches. The compromising conflict management style is about looking for a mutual acceptable solution, which partially satisfies both parties. This style can be used for a quick settlement, for saving face, for breaking deadlocks, and culture of tolerance (Whetten, 2002).
The compromising style of conflict management helps to solve disputes quickly, especially when this appear in the most sensitive time of completing a project. Each side of the dispute will make a sacrifice just to reach an agreement, and without determining the winner, and loser. The compromising style allows individuals involved in the dispute to save face while maintaining their integrity without the feeling of humiliation. Saving face is important at work, especially when employee parties need to work together on the future project essential for development of the company.
Speaking of the breaking deadlocks, the compromising conflict management style plays a role when both parties have strong arguments, difficult to determine the right one. Finding the compromise in which each side must give in to a certain points may be the only way for resolution. Culture of tolerance is important at work, agencies that use the compromising style of conflict management ensure that parties are achieving a partial victory and their points of view are taking in consideration.
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... p. 9). At my Army unit, integrating, dominating, and compromising styles of conflict approaches are utilized. Management is both assertive and uncooperative with an extremely ... continents, cultural misunderstandings resulting from nationally-diverse employees, and more work demands with fewer employees, to name a few. It is ...
A workplace with diversity of employees may use the compromising style to avoid favoritism in the environment. This compromising approach, which is my personal conflict management style does not give a reason or fault to the parties involved in the dispute. Compare to the workplace approaches, which mention that one side may win while other loss, the compromising style is about win-win solution. The winner of the dispute is not identified, and people will work better together by knowing that they all equally contribute. Conclusion
The Assisting Living workplace is a facility of employees, bound with conflicts while working closely together. However, to maintain the high care level of the residents, and prevent morale from deteriorating, the executive director uses two approaches of conflict management such like the accommodating approach, and the collaborating approach. Even though these approaches tend to resolve disputes, personally I will rather use the compromising conflict management style that achieves the win-win solution, where both sides involved can attain a measure of satisfaction.
