‘\Give in to other, sometime to the extent that you compromise yourself.
• Use this approach very sparingly and infrequently, for examples: in situations when you know that you will have another more useful approach in the very near future. Usually this approach tends to worsen the conflict over time and causes conflict within yourself.
• Takes place when one party tries to satisfy the interest of other by sacrificing its own interests
Conflict is the “process which begins when one party perceives that the other has frustrated, or is about to frustrate, some concern of his”, according to Kenneth Thomas, author of The Handbook of Industrial and Organizational Psychology and ...view middle of the document...
k.a. Competing (domination; upper left quadrant).
When one rates highly on both assertiveness/self-interests and desire to maximally cooperate with another,Collaborating (upper right quadrant; integration) behaviour is demonstrated, and “win-win” results. “I win and you win, too”.
A low degree of assertiveness, mixed with a low degree of cooperation to resolve a conflict, creates an Avoiding (neglect; lower left quadrant) reaction; a
“lose-lose” situation. “I lose and you lose, too, because, for some reason, I don’t want to address the conflict between us.
When one demonstrates both a moderate degree of self-concern and assertiveness, and willingness to cooperate with another, the middle-of-the-road behaviour of Compromise (middle of the quadrant model; sharing) is plotted. The compromiser neither fully avoids the conflict, nor fully collaborates to resolve. It’s a half-baked “win-win”.
Then there are those Accommodating types (lower right quadrant; appeasement), practicing “lose-win” behaviour. “I lose and you win, because of what I choose to surrender.”
There is not any one conflict management strategy which works with all of the people all of the time. There are both effective and ineffective moments to demonstrate each of these behaviours. Although you may prefer one conflict management style over another, it’s valuable to release your “inner chameleon” and sincerely learn how to flex your conflict reactions.
Differences Between Destructive & Constructive Conflict
Conflict results from real or perceived opposition to one’s values, actions, desires or general interests. Conflicts may occur internally or externally between individuals or groups; conflict between work groups typically emulates larger scale conflict within the organization as a whole. Although conflict causes frustration, anger and occasionally violence, proper conflict resolution often generates positive results for the involved parties. Conflict management skills remain in demand; conflict may be managed successfully by reaching an agreement that satisfies the needs of both the individual(s) and the larger organization.
Constructive conflict refers to conflict in which the benefits exceed the costs; it generates productive, mutually beneficial, shared decisions. In constructive conflicts, the process becomes as important as the end result. Individuals come together to redefine or strengthen their relationship for the greater good of the parties involved. Destructive conflict often flows from narrowly defined or rigid goals, and most often produces negative results. Individuals involved become less flexible and assume that the opposing party must suffer defeat. Involved parties succumb to personal attacks, threats and a general tone of hostility.
Constructive conflict operates under the belief that all parties can win, and that the goals of both involved parties are flexible. When two opposing parties locate a...