[Pay for Essay] – how Do You Handle Conflict ?

(My Post) Gerald Bell

SundayJan 24 at 9:39amManage Discussion Entry

Question #4.

For successful conflict resolution, some numerous practices and skills are crucial such as active listening skills. Conflict resolution is a strategic approach in which two parties in conflict find a peaceful solution through discussion. While listening skills mean you have the capability to understand what is the other person’s perception. The purpose of having practical listening skills for conflict resolution is not about taking control over the situation but to help the partner understand their perception or thoughts. Active listening of both partners in conflict is crucial to reach an agreement by clearing all doubts. When both members listen to each other’s point of view, they will understand the difference between right and wrong. Active listening and communication skills help us understand others’ emotions, needs, and perceptions that lead to better choices or options for resolution (Harry Weger Jr., 2014).

Instead of presenting your perspective and understanding the one side of the story, there need to listen to what is at the other end. Listen and understand what the other person is saying and relate it to your point of view – you will be able to make the difference on the right side. Dr. Stephen R. Covey says, “Seek to understand before you seek to understood.” That means to put your entire focus on what the other person is saying. Having listening skills will bring you to the highest level of understanding where to solve a conflict, regardless of its reason, won’t be a big deal (Lowry, 2013).

To adapt to a perfect CRS listening and communication skills are mandatory. Improvement in listening skills helps us look at both sides of the story and understand what both parties in conflict are thinking about the root cause. Knowing the two-sided story and digging deep into the situation through listening can solve the problem too early and effectively. Conflict resolution becomes easy when we communicate as well as listen flawlessly. Setting a convincing environment where suggestions, opinions, advice, and interruptions from both parties comes without any restrictions brings more realistic solutions to conflicts than the one where the opinion of dominating party matters only.


Griffith, B. A., & Dunham, E. B. (2015). Working in teams: moving from high potential to high performance. SAGE.

Harry Weger Jr., G. C. (2014). The Relative Effectiveness of Active Listening in Initial Interactions. Taylor and Francis Online , https://doi.org/10.1080/10904018.2013.813234.

Lowry, A. R. (2013). Conflict Management: Difficult Conversations with Difficult People. NCBI, https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3835442/.

Latashia Cook-Smalls

Jan 18, 2021Jan 18 at 7pmManage Discussion Entry

Cook-Smalls Post 1


At the end of the CRS it was determined that I am a collaborative style. I believe in gaining a consensus amongst the group, and creating 3rd alternatives in decisions that does not just satisfy my efforts or a specific person, but to figure out what works best for the team. This will help to establish new norms and practices that can make the decision making process more structured and reflective of the people that it effects. Wen-Long Chang (2013) determined that significantly higher performance could be obtained through collaboration rather than through competition, accommodation, compromise or avoidance in their study to determine effective leadership styles in business-planning (Chang and Lee 2013 p. 995). This is why I believe that my style is more efficient for managing tasks instead of relationship conflicts.

For task conflicts there is no underlying emotional restraints, which makes it easier for team members to establish interest to paving the way to an effective decision instead of their position through collaboration. In relationship conflicts, there are more emotions because the conflict isn’t arising from objective data or facts. 40% of those are due to interpersonal conflicts which can include miscommunication and a violation of someone’s beliefs or values. None of these is towards a specific goal. When tensions are high, it makes a collaborative style more inefficient because there has to be a willingness for members to want to solve the problem without clinging to their own position or defensiveness. It may be more useful to take a compromising or accommodating approach to meet in the middle before engaging in collaborative efforts (Griffith and Dunham 2015 p. 59).

Secondly, the high assertiveness of a collaborative style can add more tension to the conflict if the conversations are mishandled. The tolerance level of being assertive can very on a team, but overly asserting yourself in a conflict can add to the need for others to reestablish their personal position (Griffith and Dunham 2015 p. 50).

Third, getting to the consensus takes time, the excessive amount of time can allow for more emotions to fester and the conflict to move from a situation to personal attacks and then to a complete dissolve of the relationship. For relationship conflicts, I believe that taking a more compromising and accommodating approach to lower the tension first is best. Avoiding the conflict and the disengagement could cause more discord if the team cannot willingly separate themselves from the problem (Griffith and Dunham 2015 p. 57). In any relationship when conflict arises there are two essential needs, to meet the needs and wishes of that specific goal and to maintain a cohesive relationship. Collaboration can assist with meeting the needs of the goal and establishing preventative boundaries, but maintaining and establish trust will need more empathy and consideration for a specific person. Having less assertiveness for the decision and allowing for the accommodation of someone else or compromise will help rebuild that trust (Mert and Ertugan 2020 p. 46).


Griffith, Brian A.; Dunham, Ethan B. 2015. Working in Teams. Thousand Oaks SAGE Publications.

Chang, Wen-Long, and Lee, Chun-Yi. 2013. Virtual Team e-leadership: The effects of leadership style and conflict management mode on the online learning performance of students in a business-planning course. British Journal of Education Technology. 44(6). 986-999.

Mert, G. and Ertugan, A. 2020. The Relationship Between Conflict and Resolution Approaches and Managerial Trust. Revista de Cercetare Si Intervenie Sociala. 70(1). 42-65. rcis70_04.pdf

Justin Weger

ThursdayJan 21 at 4amManage Discussion Entry

WEGER – Week 3


After completing the Thomas-Kilmann’s Conflict Resolution Survey (CRS), I scored as follows: avoiding 9, competing 9, accommodating 6, compromising 4, and finally collaborating 2. If this CRS is accurate, I have an avoiding conflict management style with an adjacent competing conflict management style.

According to Thomas, Kilmann (1974) an avoidance style reflects a desire to avoid a conflicting situation. Anyone who uses this style of conflict management doesn’t display a robust concern for anyone’s needs to include their own. Finally, this tactic is neither emphatic nor supportive.

A competing style can be defined as having a great concern for oneself and a shallow concern for others involved in the conflict (Zhang et al., 2015). Usually, people choose to use this style because of their position in an organization, rank, expertise, or because they know they have an ability to influence others in a way that would benefit them.

Task Versus Relationship Conflict

“Conflict can be advantageous for teams, but it can also hinder performance” (Griffith, Dunham, 2015 p. 55). Disparities that involve work tasks and stay away from personal conflict can inspire information processing, escalate mental elasticity, and improve imagination. Task conflict could improve overall team performance, while relationship conflict will harm all outcomes. It’s also reasonable to say that both types of conflict negatively affect all team members’ happiness. Uncooperative behavior can lead to poor relationships among colleagues and result in various negative or destructive organizational outcomes (Rahim et al., 2000).

Competing and avoiding conflict styles are not prime styles to have. Competing task conflict uses one’s own position or rank; ignoring others’ inputs in a group is harmful to the relationships between team members. Competing is better for managing a task conflict.

Avoiding is also not ideal for managing task conflict. Avoiders are reluctant to search for acceptable information and look for innovative ideas, which is not advantageous to their quality. Avoiding is also not great with relationship conflict because this person doesn’t care about his/her team members’ concerns and doesn’t care about their needs either.


Griffith, B. A., & Dunham, E. B. (2015). Working in teams: moving from high potential to high performance. SAGE.

Rahim, M.A., Magner, N.R. and Shapiro, D.L. (2000), “Do justice perceptions influence styles of handling conflict with supervisors? What justice perceptions, precisely?”, International Journal of Conflict Management, Vol. 11 No. 1, pp. 9-31

Thomas, K. W., & Kilmann, R. H. (1974). Thomas-Kilmann conflict mode instrument. Tuxedo, NY: XICOM.

Zhang, S. J., Chen, Y. Q., & Sun, H. (2015). Emotional intelligence, conflict management styles, and innovation performance. International Journal of Conflict Management, 26(4), 450–478. https://doi.org/10.1108/ijcma-06-2014-0039

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