Posted on Dec 22, 2006 | Comments 0
when communicating by means of a conflict of sorts, many styles of contacts are there that people can have with one another.
Below we will demonstrate you two styles particularly. They are â€œCollaborationâ€ and â€œObliging.â€
An individual with knowledge of these styles can select the style most apt for a specific conflict. During conflict, once a style is recognized, it is better understanding the probable motivations of others.
The collaborative style rallies people to find solutions to difficult issues. It is exceptional when people and the problem are clearly separate and usually fruitless when people really want to fight.
The collaborative style can be a positive motivator in brainstorming or problem-solving sessions. Just ensure everyone with an interest in the situation is included.
Collaboration is the win/win conflict management style. Individuals who prefer this style seek an exchange of information. There is a desire to look at the differences and reach a solution that is satisfactory to all parties.
This style is naturally associated with problem-solving and is useful when issues are complex.
The collaborative style supports creative thinking. One of the strengths of this style is developing alternatives. Its emphasis on all parties synthesizes information from different perspectives.
However, it is not an efficient style when a party is short of commitment or its time is limited. Collaboration takes time. It can be a frustrating style during higher levels of conflict when reason and rational considerations are often outshined by emotional commitments to a position.
Phrases you can use to trigger the collaborative conflict management style comprise:
“There seems to be different opinions here, let’s get to the bottom of this.” or, “Let’s get several people from each department collectively and discuss the options.”
Another style of conflict management also called placating is, obliging. Obliging places a high value on others but a low value on self, perhaps reflecting an individual’s low confidence.
In order to elevate another person deliberately, also a strategy can be used in making them feel better about an issue. use of obliging by raising another’s status is useful, particularly if your position within the company is not a politically risky one.
This style is useful if a manager is uncertain of a position or fears a mistake has been made. By using the obliging style, the manager submissively accepts the power of others, buying time to evaluate situations and survey alternatives.
The obliging style gives power to others. If you’ve got expendable power, it can build trust and confidence in others. If you are protected in your position, it can be used as a method of delegation.
Phrases that signal the obliging style comprise:
“I don’t care, whatever you want.” or, “You’re the expert, what do you think?”