Analyze a conflict from your own organizational experience to identify which of Thomas’ approaches, identified in Illustration 5.9 , was used?

If the conflict is still happening, which of Thomas’ approaches do you think is best suited to resolving it?

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Illustration 5.9 Conflict resolution and situational appropriateness Competing 1 When quick, decisive action is vital - such as in emergencies. 2 On important issues where unpopular actions need implementing - for example, cost cutting or to restore discipline. 3 On issues vital to company welfare when you think you are right. 4 Against people who take advantage of non- competitive behaviour. Collaborating 1 To find an integrative solution when both sets of concerns are too important to be compromised. 2 When your objective is to learn-for example, about complex situations. 3 To merge insights from people with different perspectives. 4 To gain commitment by incorporating concems into a consensus. 5 To work through feelings that have interfered with a relationship. Compromising 1 When goals are important, but the effort that would go with confrontational approaches is not worth making. 2 When opponents with equal power are committed to mutually exclusive goals. 3 To achieve temporary settlements of complex issues. 4 To arrive at expedient solutions to complex issues. 5 As a back-up when collaboration or competition is unsuccessful. Avoiding 1 When an issue is trivial, or more important issues are pressing. 2 When you perceive no chance of satisfying your concerns. 3 When potential disruption outweighs the benefits of resolution. 4 To let people cool down and regain perspective. 5 When gathering information is more important than finding a quick fix. 6 When others can resolve the conflict more effectively. 7 When issues seem tangential or symptomatic of other issues. Accommodating 1 When you find you are wrong- to allow a better position to be heard, to leam and to show your reasonableness. 2 When issues are more important to others than to yourself - to satisfy others and maintain cooperation. 3 To build social credits for later issues. 4 To minimize loss when you are outmatched and losing. 5 When harmony and stability are especially important. 6 To allow subordinates to develop by learning from their mistakes. Source: Thomas, KW. (1977). Toward multi-dimensional values in teaching: the example of conflict behaviors, Academy of Management Review, 12, p. 487.