Aditya Hernawan 01

CONFLICT
RESOLUTION
IN THE
WORKPLACE
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In the workplace, employees come from diverse

backgrounds, possess varying personalities, opinions, and
lifestyles, which can lead to potential conflicts.

To manage this effectively, it is important to navigate the

conflicts and explore possible solutions to address them.

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While various conflict resolution approaches exist, some are

more effective than others. The Thomas-Kilmann Conflict
Model, created by Dr. Kenneth W. Thomas and Dr. Ralph H.
Kilmann, presents five strategies for resolving conflicts:

Competing Collaborating
ASSERTIVENESS

Compromising

Avoiding Accommodating

COOPERATIVENESS

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AVOIDING
This involves stepping away from the conflict altogether. It
can be useful in minor disagreements or when tempers are
high, but it doesn't address the underlying issue.

Example:
Imagine you're in a meeting, and a colleague consistently
interrupts others while they're speaking. Addressing this
behavior may disrupt the flow of the meeting and potentially
create tension among team members. Since the meeting is a
one-time event and your primary goal is to accomplish the
agenda items efficiently, choosing avoid to address the
interruptions might be a strategic option to maintain focus
and productivity.

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COMPETING
This is a power-oriented mode in which you use whatever
power seems appropriate to win your own position—your
ability to argue, your rank, or economic sanctions.

Example:
A manager needs to make an immediate decision about
production schedules to avoid losing a major client.
Some team members disagree with the idea. There's no time
for lengthy discussions or compromises, and delaying the
decision could cost the company significantly.
The manager, convinced of the solution's effectiveness, uses
his/her authority and and implements it swiftly.

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ACCOMMODATING

This involves giving in to the other person's demands to

preserve the relationship. It can be helpful in maintaining
harmony, but it can also lead to resentment and make you
feel like you're not being heard.

Example:
An employee proposes a future project in a meeting, and
one of her colleagues says they believe it will have a negative
impact, she could resolve the conflict by rescinding her
original thought.
This is useful if the another person is angry or hostile or you
don’t have a strong opinion on the matter. It immediately
deescalates conflict by removing your goal from the
equation.

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COMPROMISING

The objective is to find some expedient, mutually acceptable

solution that partially satisfies both parties. It falls
intermediate between competing and accommodating.

Example:
Two teams, Engineering and HR, are fighting for the same
conference room for their crucial meetings on the same day.
Engineering needs the space for a brainstorming session on
a critical project deadline, while HR requires it for a staff
party preparation. Both teams believe their meeting is vital
to their respective goals. HR chooses to have meeting a bit
earlier acknowledging the urgency of Engineering’s meeting.

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COLLABORATING

This is a win-win approach where you work together to find a

solution that meets everyone's needs. It takes more time
and effort, but it can lead to the most satisfying and
sustainable outcomes.

Example:
Two designers, Tom and Jerry, clash over the direction of a
product's user interface (UI). Tom favors a minimalist design,
prioritizing usability, while Jerry pushes for a visually striking
interface with unique elements. The disagreement stalls
progress on the project. Instead of arguing their individual
preferences they discuss the target audience, user goals, and
brand identity to understand the core needs the UI should
address.

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Everyone can use five different ways to handle conflicts.

Some people are really good at using certain ways more often than
others. This might be because they naturally prefer those ways or
because they've gotten better at them over time.

At work, how you handle conflicts depends on both your natural

tendencies and what the situation is like.

The Thomas-Kilmann Instrument helps figure out which conflict-

handling ways are used in different group and organization
settings.

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WHICH CONFLICT
RESOLUTION
TECHNIQUE
DID YOU USE?
SHARE IN THE
COMMENTS!

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