Culture of Conflict Management: Part 2

This blog is a continuation of Culture of Conflict Management: Part 1. I highly recommend you read Part 1 before Part 2.

Culture of Forced Conflict

A forced-conflict culture is evident when a members of the culture display aggressive behavior to resolve a conflict and get their own way. A culture that promotes this style of behavior typically has members that are seen as uncooperative and aggressive, doing whatever he/she needs to do to get his/her own way, often at the expense of others. Individuals using this style use intimidation, authority, and call for majority votes only when they know they will win, therefore creating a win-lose situation. A perceived advantage of this style is that, if the decision made is a correct one, it is a better organizational decision compared to a decision reached through compromise. The disadvantage is that this style often leads to hostility, resentment, and poor human relations. If you are an individual who attempts to change others without being willing to change yourself, you are likely using a forcing-conflict style.

A forcing-conflict style may be successful when:

1. Unpopular action must be taken on an important and pressing issue
2. People will not resist doing what a leader wants them to do
3. Maintaining relationships is not critical
4. A resolution is emergent or urgent

Culture of Negotiation

A negotiating-conflict style is evident when a culture members display assertive behavior to resolve a conflict, are willing to compromise, and make every effort to create a win-win situation. This style requires balancing one member’s needs with the needs of others and approach a potential resolution through cooperation. The advantage of this style is that it can lead to a relatively quick resolution of conflicts and relationships are maintained. The disadvantages are that negotiation and compromise can lead to less-than-ideal decision making. Additionally, overuse of this style can lead to game playing by involved parties, such as asking for twice as much as what is desired. This is often seen in labor disputes and collective bargaining agreements.

A negotiating-conflict style may be successful when:

1. Issues are complex and critical
2. Time is limited
3. Clear solutions are not immediately available
4. Negotiating parties have equal power and desire different outcomes
5. Potential solutions will be temporary

A Culture of Collaboration

A culture of collaboration is evident when a members create a resolution to a conflict that is both the best solution to the conflict and agreeable to both parties. This approach is based largely on a problem-solving model, where both parties are willing to separate themselves from previously considered solutions and are open to new and innovative solutions. A culture that requires this style has members that are seen as cooperative and assertive in their efforts to create the best possible solution to the conflict. The advantage of this style is that it tends to lead to the best solution as long as all parties are communicating in an assertive manner. The disadvantage is that this style requires more time, skill, and effort than other conflict resolution styles. As a whole, a collaborating conflict resolution style is the most beneficial to individuals, groups, and organizations.

A collaborating-conflict style may be successful when:

1. An important issue requires an optimal solution which might be sacrificed through compromise
2. Individuals will set aside their individual interest for the success of the group
3. Maintaining relationships is important
4. Time is available

This concludes my two-part series on Culture of Conflict Management. I hope these styles were very helpful to you in your considerations of how to manage conflict within your organization.