Many of us avoid having difficult conversations with others because they provoke feelings of conflict in us, and we are uncomfortable with that feeling. We are often also uncomfortable seeing others in conflict, and as a result, ignore situations that involve the disagreement of others. You have probably worked in a group where there was conflict, and the manager ignored it, hoping that it would “go away by itself”. What was the result of the manager being unwilling to deal with the situation? Did it go away or get bigger? And what were the feelings of the employees?
Your skill sets as a manager/leader are significantly higher, and more respected by others, if you can find ways of having conversations with others to clear the air – whether the conflict is one in which you are personally involved or where you see others involved in the conflict.
The readings this week will help to identify the five conflict management styles. Reflect on these styles to determine which style you use, what works and what could work better. In an effort to bring in some tools that will help you to identify your style, I’ve located the link below. It’s an activity that begins on page two and discusses the findings on page three. When you have time, check it out.
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