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Some used avoidance while others used competition in conflict resolution. Still others use an accommodation, compromising or collaborating conflict resolution styles. The latter was sociologically effective in eliciting a win-win resolution to situation.
A non-assertive collaborator is a silent onlooker of the conflict situation and whose decision can be swayed and be taken advantaged with such helplessness. The person could be influenced to various demands and requests thoughtlessly. Roger (2008) pointed that non-assertive collaborator allow other people to decide for his fate, direction and outcome of living. Roger (2008) explicated that such personality can be depicted as emotionally dishonest, ambivalent, thrives in denial and hindered by inhibitions. In conflict situation, non-assertive collaborator could be easily offended, nervous, and sometimes confused with one’s decision. He could be critical too to the point of ambivalence.
Non-assertive person’s gestures are illustrated with shyness or inability to establish eye contacts whenever communicating or there is obvious hesitancy to commit and assume responsibilities or obligations (Roger, 2008). The person is uncertain of his participation in this collaboration, although there is certain level of emotional satisfaction in his involvement in conflict situation management.
Depending on the depth of the knowledge and skills of the collaborator, the non-assertive character could susceptibly be understood as a person who weighs issues without aggression and attempts to deal with situation in a calmer and patient management. However, as conflict management requires intellectual impartiality in dealing with conflict situation, decisions require that all accounts of the situations and issues are weighed well to achieve a certain level of justness in the decision-makings (Armstrong, 2004). While hoping to achieve better solution to
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While the statement seems self-evident, the very perception of the word conflict had an impact on whether conflict management was successful in the school in this study. The introduction of the article is thorough. The authors define what is meant by conflict and conflict resolution.
In the modern workplace, managing covert demonstration of industrial conflict has become more meaningful. The Importance of Managing Covert Demonstration of Industrial Conflict There is a tendency to look at strikes and industrial conflicts in the same light, but they are not the same.
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While a single approach may not be appropriate or relevant for some situations, it is prudent that an individual adopts a method of handling conflicts that may guide him/her on how to resolve confronting situations. Confidence is one of the fundamentals of conflict resolution, since it leads to sobriety and composure.
The concept of conflict resolution in Today’s Higher Stress Workplaces has been changing (Daniel, 2001). Managers have diversified their tips and tools of recognizing, preventing and resolving conflicts. Conflict resolution as a strategic management tool, is gaining importance as interpersonal rules of conduct is becoming looser and time deadlines becoming limited.
Successful leaders are capable of identifying areas of disagreements, using power properly and setting clear conflict management goals (Jeong, 1999). I acknowledge that leadership helps in articulating the vision for conflict resolution and establishing open communication between the parties to the conflict.
Among the factors that may lead to conflict include failure to consider the experience of nurses in the department, varied opinions and lack of communication from the director.
Communication is an important factor in
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