2 synthesis of ideas is needed to come up with better

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2. Synthesis of ideas is needed to come up with better solutions. 3. Commitment is needed from other parties for successful implementation. 4. Time is available for problem solving. 5. One party alone cannot solve the problem. 6. Resources possessed by different parties are needed to solve their common problem. 1. Task or problem is simple. 2. Immediate decision is required. 3. Other parties are unconcerned about outcome. 4. Other parties do not have problem- solving skills.
Obliging 1. You believe that you may be wrong. 2. Issue is more important to the other party. 3. You are willing to give up something in exchange for something from the other party in the future. 4. You are dealing from a position of weakness. 5. Preserving relationship is important. 1. Issue is important to you. 2. You believe that you are right. 3. The other party is wrong or unethical. Dominating 1. Issue is trivial. 2. Speedy decision is needed. 3. Unpopular course of action is implemented. 4. Necessary to overcome assertive subordinates. 5. Unfavorable decision by the other party may be costly to you. 6. Subordinates lack expertise to make technical decisions. 7. Issue is important to you. 1. Issue is complex. 2. Issue is not important to you. 3. Both parties are equally powerful. 4. Decision does not have to be made quickly. 5. Subordinates possess high degree of competence. Avoiding 1. Issue is trivial. 2. Potential dysfunctional effect of confronting the other party outweighs benefits of resolution. 3. Cooling-off period is needed. 1. Issue is important to you. 2. It is your responsibility to make decision. 3. Parties are unwilling to defer. 4. Prompt attention is needed. Compromisi ng 1. Goals of parties are mutually exclusive. 2. Parties are equally powerful. 3. Consensus cannot be reached. 4. Integrating or dominating style is not successful. 5. Temporary solution to a complex problem is needed. 1. One party is more powerful. 2. Problem is complex enough to need problem-solving approach. SOURCE: M. A. Rahim, “Toward a Theory of Managing Organizational Conflict,” The International Journal of Conflict Management 13 (2002), 206–235.
TAKE-AWAY APPLICATION Reflecting on My Conflict-Handling Styles 1. Think of a conflict in your own life. 2. Which style best describes the way you handled the conflict? Was it the appropriate style? 3. Explain which style would have been most appropriate and why. When to Avoid Pamela Valencia, an organizational development consultant and trainer to Fortune 500 companies, recommends avoiding when: You decide that the conflict has no value, and that you’re better off saving your time and energy for other matters. Additionally, this can be a good temporary solution if you need more time to gather facts, refocus, take a break, or simply change the setting of the conflict. However, be sure not to avoid people in your attempt to avoid conflict —don’t be evasive. 76 Why Styles Matter Because conflict is so pervasive, it is no surprise that researchers and managers have both devoted considerable attention to the topic. Key points about conflict-handling styles follow: 1. Culture.

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