The document discusses different styles for handling conflicts: avoiding, compromising, competing, accommodating, and collaborating. It provides the key characteristics and situations where each style would be most appropriate to use. For example, avoiding is best for trivial issues or allowing a cool down, while compromising works for time-pressured situations where goals are important but not worth extensive effort. The document also discusses techniques for resolving conflicts in teams like role clarification and having groups specify what they want others to start, stop, and continue doing.

1. Conflict Handling Styles www.humanikaconsulting.com

2. You Should …

3. Having a preferred style for managing conflict

4. Using different styles depending on the problem – and get there by using your ability to read situation

5. avoiding compromise competition accommodation collaboration

7. putting problems under consideration or on hold

8. use of secrecy to avoid confrontation

10. no perceived chance of resolution

11. To allow a cool down period

13. looking for deals and trade-offs

15. opponents with equal power are committed to mutually exclusive goals

16. achieve temporary settlements to issues

17. arrive at solutions under time pressure

19. use of power plays

21. unpopular actions eg. cost cutting

22. issues are vital to company welfare

25. issues more important to others than yourself

26. maintain cooperation

27. build social credits for later on

28. minimize loss

29. harmony and stability are important

31. tackle differences

32. sharing ideas and information

35. Role Clarification Technique (RAT) This is a systematic procedure which involves all team members understanding the requirements of their of own and everyone else's position, duties and expectations You’ll need to clarify roles for team and individuals; for example via questionnaires (or for project teams - RAM matrices!)

36. Each group should prepare list of what they would like the other groups to start doing, stop doing, and continue to do. This list narrows he scope of the dispute and makes it easier to work on the core problems. Intergroup Conflict Resolution

37. “Conflict is A Part of Learning”