Accomodating strategy

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.They encourage managers to "embrace conflict and use it for continuous transformation." According to both Daft and Terry, several factors may create organizational conflict.They are as follows: Management theorists have developed and suggested a range of options for handling organizational conflict.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.

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.Therefore, most managers viewed conflict as something they must eliminate from their organization.This avoidance approach to conflict management was prevalent during the latter part of the nineteenth century and continued until the mid-1940s.They did not reject win-lose configurations out of hand.Instead, strategic considerations for managing conflict according to varied circumstances were identified.

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