Conflict Styles, Outcomes, and Handling Strategies
Conflict is inevitable among humans (Rahim, 2011). The species Homo sapiens has been learning about conflict throughout its development (Bartos & Wehr, 2002). Since the onset of the last century, individuals, groups, organizations, and communities are more aware of how to understand the nature of conflict and how to address conflict. Conflict is a natural outcome of human interaction that begins when "two or more social entities (i.e., individuals, groups, organizations, and nations) come in contact with one another in attaining their objectives" (Rahim, 2011, p. 1). Bartos and Wehr (2002) defined conflict as "a situation in which actors use conflict behavior against each other to attain incompatible goals and/or to express their hostility" (p. 23). The authors defined conflict behavior as "any behavior that helps the party to achieve its goal that is incompatible with that of the opponent or that expresses its hostility toward them" (p. 23). Simply stated, conflict occurs when parties have differing goals or have tension toward each other related to an issue that affects them both.
Based on an analysis of the literature, Rahim (2011) synthesized two opposing viewpoints of conflict outcomes. He identified functional and dysfunctional outcomes of conflict.
Functional outcomes (Rahim, 2011, p. 6)
- Innovation, creativity, and change
- Improved decision-making processes
- Alternative solutions
- Synergetic solutions to common problems
- Enhanced individual and group performance
- Opportunities to search for new approaches to solve problems
- Opportunities to articulate and clarify the positions of each party
Dysfunctional outcomes (Rahim, 2011, p. 7)
- Stress, burnout, and dissatisfaction
- Reduced communication between individuals and groups
- Climate of distrust and suspicion
- Reduced job performance
- Increased resistance to change
- Reduced commitment and loyalty
The functional outcomes reveal positive consequences of conflict, while dysfunctional outcomes emphasize the negative consequences of conflict. Relationships among individuals and groups can have benefits from conflict that stimulates positive effects.
What is conflict strategy? Conflict strategy is "an intention to produce positive outcomes that must accommodate multiple perspectives, address a variety of issues, and maintain positive relationships" (Sorenso, 1999, p. 327). Conflict strategies allow you to positively navigate tensions or disagreements.
Conflict-Handling Styles and Conflict Management Strategies
Organizational behavior researchers extensively discuss conflict management models or conflict-handling strategies or styles in the literature. (e.g., Thomas & Kilmann, 1974; 1978; Thompson, 1990; Tjosvold, 2006, Rahim, 2011). The Thomas and Kilmann model (1974) conceptualizes five conflict-handling styles based on two basic concerns, including concern for self and concern for others:
- competition (high concern for self, low concern for others),
- collaboration (high concern for self and others),
- compromise (moderate concern for self and others),
- accommodation (low concern for self and high concern for others), and
- avoidance (low concern for self and others).
When experiencing conflict with your team member, clientele, or volunteers, consider familiarizing yourself with the following conflict-handling styles and applying the suggested strategies. We have also added examples from an imaginary scenario to help you better understand each conflict style.
Competition
Competition is an approach where concern for self (self-interest) is high and satisfaction is important. Most of the time, competition is associated with negative effects and emotions, such as stress and anger, negativity, and harmed relationships (Bergman & Volkema, 1989; Jehn, 1997; Sorensen, 1999; Rahim, 2011).
Example: Both you and your team member want a different idea to be the company's next advertising campaign. You both think your idea is best.
Suggested strategy: All parties should demonstrate the willingness to adapt or coalesce (Lansberg & Astrachan, 1994). Explain to the other party that you are willing to work together.
Accommodation
Accommodation is the opposite approach of competition, where there is high concern for others' desires and low concern for self or personal desires. In other words, accommodation is a willingness to get along, provide support, and contribute for a healthy relationship (Seymour, 1993).
Example: Both you and your team member want a different idea to be the company's next advertising campaign. However, your team has been fighting a lot lately, so you think it is best to go with your team member's idea and keep the peace.
Suggested strategy: All parties should demonstrate the willingness to accommodate and reduce assertiveness (Rahim, 2011; Sorensen, 1999). Explain to the other party that you value their desires. Let the other party offer ideas for solutions.
Collaboration
Collaboration is an approach where all parties involved demonstrate a willingness to adapt and attempt to satisfy the concerns of others. In the literature related to "negotiation," this approach is described as a "win-win" solution.
Example: Both you and your team member want a different idea to be the company's next advertising campaign. You think elements from both of your ideas could be combined to create an even better campaign.
Suggested strategies: All parties should demonstrate their willingness to devote their time and effort to resolving the conflict. Moreover, all parties should practice trust-based communication, mutual support, and openness (Dyer, 1986; Rahim, 2011; Sorensen, 1999). Explain to the other party you are willing to spend time addressing the issue. Express that you are open to feedback, want to work together, and have the other party's best interests at heart.
Compromise
Compromise is an approach where all parties involved highly integrate and equally participate in finding an acceptable solution. However, there is a possibility that no one will feel fully satisfied.
Example: Both you and your team member want a different idea to be the company's next advertising campaign. You think maybe you could take elements from both ideas, even though the end result may not be exactly what either of you want.
Suggested strategies: All parties should demonstrate their willingness to "keep the peace" (Rahim, 2011.) Explain to the other party that you are focused on finding the best solution for everyone without "making waves."
Avoidance
Avoidance is an approach where all involved parties, or one party, avoids discussing and addressing conflict or denies that conflicts exist because of low mutual trust and low satisfaction with the situation. This approach escalates frustrations and negativity.
Example: Both you and your team member want a different idea to be the company's next advertising campaign. However, you do not even want to bring up that you have a different idea due to tension among the team lately.
Suggested strategies: Avoidance is not a relationship-building strategy. If appropriate, give the other party time to "cool down". This may decrease tension but at the same time also limit conflict-solving progress (Kaye & McCarthy, 1996; Rahim, 2011; Sorensen, 1999). Determine if there is a way you can healthily address the conflict with strategies from one of the other styles and whether or not the conflict is worth having.
Resources
Bergman, T. J., & Volkema, R. J. (1989). Understanding and managing interpersonal conflict at work: Its issues, interactive processes, and consequences. Managing conflict: An interdisciplinary approach, 7-19.
Bartos, O. J., & Wehr, P. (2002). Using conflict theory. Cambridge University Press.
Dyer, W. G. (1986). Cultural change in family firms: Anticipating and managing business and family transitions. San Francisco: Jossey-Bass.
Jehn, K. A., Chadwick, C., & Thatcher, S. M. (1997). To agree or not to agree: The effects of value congruence, individual demographic dissimilarity, and conflict on workgroup outcomes. International journal of conflict management, 8, 287-305.
Kaye, K., & McCarthy, C. (1996). Healthy disagreements. Family business, 1, 71-2.
Lansberg, I., & Astrachan, J. H. (1994). Influence of family relationships on succession planning and training: The importance of mediating factors. Family business review, 7(1), 39-59.
Rahim, M. A. (2010). Managing conflict in organizations. Fourth Edition. Transaction publishers. New Brunswick, NJ
Seymour, K. C. (1993). Intergenerational relationships in the family firm: The effect on leadership succession. Family business review, 6(3), 263-281.
Sorensen, R. L. (1999). Conflict management strategies used by successful family firms. Family business review, 12(4), 325-339.
Thomas, K., Kilmann, R., & Thomas-Kilmann Conflict, M. O. D. E. (1974). Instrument. Xicom, Tuxedo, NY.
Thomas, K. W., & Kilmann, R. H. (1978). Comparison of four instruments measuring conflict behavior. Psychological reports, 42(3_suppl), 1139–1145.
Thompson, L. (1990). Negotiation behavior and outcomes: Empirical evidence and theoretical issues. Psychological Bulletin, 108(3), 515-532.
Tjosvold, D. (2006). Defining conflict and making choices about its management. International Journal of conflict management, 17(2)
