Accommodating conflict management

Also, conflict avoidance usually fails to reconcile the perceived differences that originally caused the conflict.

As a result, the original basis for the conflict continues unabated, held in check only temporarily until another confrontation arises to set the same unresolved tensions into motion again.

Figure 1 outlines the various components of the Conflict Resolution Grid, which is the result of widely accepted research presented by Thomas and Kilmann.Thomas and Kilmann identified a conflict-handling grid comprised of five conflict management styles based on two dimensions: assertiveness and cooperativeness.Whereas dysfunctional conflict is destructive and leads to decreased productivity, functional conflict may actually encourage greater work effort and help task performance.Borisoff and Victor (1998) point out, "We have come to recognize and to acknowledge the benefits dealing with conflict affords.This viewpoint argued that conflict was a natural and inevitable occurrence in any organizational setting.

Because conflict was considered unavoidable, the human relations approach recommended acceptance of conflict.Assertiveness is the motivation of an individual to achieve his/her own goals, objectives, and outcomes, while cooperativeness assesses the willingness to allow or help the other party to achieve its goals or outcomes.Any of the five conflict resolution styles might be appropriate based on the circumstances of the situation and the personalities of the individuals involved.Nevertheless, conflict avoidance is not a satisfactory strategy for dealing with most conflict.Conflict avoidance usually leaves those people who are being avoided feeling as if they are being neglected.Therefore, it is necessary for managers to interject a minimum level of conflict to maintain an optimal level of organizational performance.