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Interpersonal conflicts are the most difficult to manage and arises when two people see the same thing in two totally different ways (Hocker & Wilmot, 2010). Every individual attempts to handle conflict in different ways depending on the intensity and relative importance of the conflict. This paper examines my conflict handling skills by conducting a mini-survey on the subject where Hank and Lucy are the respondents.
Lucy and I both play for the campus soccer team and Hank is one of the employees at Maggi’s where I work part time after my classes. I trust that Hank and Lucy evaluated me without any bias. It is apparent from the survey that both Lucy and Hank believe that I get very defensive in most conflicting situations. I tend to avoid conflicts more at the workplace than at the soccer ground. More results showed that I am more accommodating and I would rather collaborate with the other person in most conflicting circumstances I meet at the workplace than at the soccer field. I believe in standing up for ones rights and defending a stand I believe is correct. Therefore, it was not unexpected to me when both Hank and Lucy stated that I often get aggressive in most disagreements.
As much as avoiding or withdrawing from a conflict always seem like an appropriate approach to managing many clashes, it often fails to solve the problem. This method is suitable when a cooling-off time is required to acquire an improved awareness of the conflict. Therefore, this approach should not be used if the dispute deals with a problem that is of urgent concern or is critical to the achievement of a project. Accommodating or smoothing is a satisfying style of stressing areas of agreement while willingly avoiding opinions that provoke disputes. Obliging is another key conflict controlling strategy (Hocker & Wilmot, 2010). However, it sustains peace only for a short time and
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e overall result is poor service delivery to patients as resources become scarce and departments dedicate their time in competing for these resources.
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