when to use effectively each conflict management approach: avoiding; collaborating; competing; comprising; & accommodating. featuring Trust–Avoidance -Turnover Theory & Theory of Trust/No Trust – Competition – Turnover and Job Satisfaction of Yvette M. Batar

1. Conflict Management
Prepared by:
Yvette M. Batar, RN, MAN, DM

2. Conflict Defined
Conflict
 generally defined as
the internal or external
discord that results
from differences in
ideas,
values,
or
feelings between two
or more people.
(Tan & Beltran, 2009)

3. Conflict


Conflict that is managed instead of avoided,
ignored, or suppressed can be used effectively.
Conflict is a warning to management that
something is amiss, & it should stimulate a
search for new solutions through problem
solving, the clarification of objectives, the
establishment of group norms, & the
determination of group boundaries
(Tomey, 2004).

4. Conflict

Researchers claim that
conflict between
managers and workers
is particularly important,
because, if managed
poorly, it can undermine
an organization’s labor
relations and
productivity
(Schermerhorn, Hunt, &
Osborn 2002).

5. Approaches to Managing
Conflict





Avoiding
Accommodating
Comprising
Collaborating
Competing
Tomey 2004

6. Approaches to Managing
Conflict
Avoiding
 A conflict resolution that is not paying attention
to the conflict and not taking any action to
resolve it.
Accommodating
 A conflict resolution allowing the other party to
satisfy their concerns while neglecting your
own.

7. Approaches to Managing
Conflict
Comprising
 A conflict resolution that attempt to resolve a
conflict by identifying a solution that is partially
satisfactory to both parties, but completely
satisfactory to neither.
Collaborating
 A conflict resolution that cooperates with the other
party to understand their concerns and to express
own concerns in an effort to find a mutually and
completely satisfactory solution (win-win).

8. Approaches to Managing
Conflict
Competing
 An assertive and uncooperative conflict
resolution wherein an individual pursues
his or her own concerns at the other
person’s expense.

9. Avoiding is best used…



when an issue is trivial,
of only passing
importance, or when
other more important
issues are pressing;
when you perceive no
chance of satisfying
your concerns
to let people cool down


when the potential
damage of confronting
a conflict outweighs the
benefits of its
resolution
to reduce tensions to a
productive level and
regain perspective and
composure
by Thomas W. Kilmann

10. Avoiding is best used…



when gathering more
information outweighs
the advantages of an
immediate decision;
when others can resolve
the conflict more
effectively; &
when the issue seems
tangential or
symptomatic of another
more basic issue.
by Thomas W. Kilmann




when the other party
is powerful;
When the issue is
unimportant;
one has no chance of
meeting the goals
the cost of dealing
with the conflict is
higher than the benefit
of the resolution
Tomey, 2004

11. Avoiding is best used…

when the subordinate
has trust in the manager
as provided by
Trust – Avoidance –
Turnover Theory
by Yvette M. Batar

12. Trust–Avoidance -Turnover
Theory


As human beings, we strive to be acceptable to
others and if we are declined we feel bad, more so
if we are not cared for just like when we are
avoided.
Avoidance will make us feel unimportant and
equally injure our feelings but this negativity will
not transpire when trust is attendant.
View full text @ www.openthesis.org/documents/Meta-analysis-mediating-effects-trust-601703.html

13. Trust–Avoidance -Turnover
Theory


The trust in a person who is avoided will make him
think that avoidance was employed in order not to
hurt the good relationship because of the
seemingly avoidance, it creates positive effect on
the subordinate who nurture the belief that his
manager does not want to hurt him/her through
avoiding confrontation.
Hence, turnover of subordinates does not
progress, thereby affecting a low turnover.
View full text @ www.openthesis.org/documents/Meta-analysis-mediating-effects-trust-601703.html

14. Accommodating is best used…



when the other party is
the expert or has a better
solution
when preserving future
relations with the other
party
when others can resolve
the conflict more
effectively


when the issue is
much more important
to the other person
than to yourself
When there’s a need
to build up social
credits for later issues
which are important to
you
by Thomas W. Kilmann

15. Accommodating is best used…


when continued
competition would only
damage your cause
when you are
outmatched and losing;
when preserving
harmony and avoiding
disruption are especially
important

when there is a need to
aid in the managerial
development of
subordinates by allowing
them to experiment and
learn from their own
mistakes
by Thomas W. Kilmann

16. Comprising is best used…



when you need a
temporary solution
when both sides have
equally important goals
when goals are
moderately important,
but not worth the effort
or potential disruption
of more assertive
modes
by Thomas W. Kilmann



when two opponents
with equal power are
strongly committed to
mutually exclusive goals
when there is a need to
arrive at expedient
solutions under time
pressure
as a backup mode when
collaboration or
competition fails to be
successful.

17. Collaborating is best used…



for complex scenarios
where you need to find
a novel solution.
to find an integrative
solution when both
sets of concerns are
too important to be
compromised
when your objective is
to learn


to gain commitment by
incorporating other's
concerns into a
consensual decision
to work through hard
feelings which have
been interfering with
an interpersonal
relationship.

18. Collaborating is best used…


where the goals are too
important to be
compromised (Venzon,
2003).
for important issues
and can be used to find
creative solutions to
interpersonal problems
(Tomey, 2004).

19. Competing is best used…



when a quick or
unpopular decision is
needed
when the person is very
knowledgeable about the
situation and able to
make a sound decision
when one must protect
oneself from other
aggressive people
Tomey, 2004

20. Competing is best used…



for emergencies when
time is of the essence
when people are aware
of and support the
approach
with issues vital to
company welfare when
you know you are right
by Thomas W. Kilmann

to avoid turnover of
vital employees &
foster satisfaction as
provided by Theory
of Trust/No Trust –
Competition –
Turnover and Job
Satisfaction
By: Yvette M. Batar

21. Theory of Trust/No Trust – Competition
– Turnover and Job Satisfaction



As provided by Tomey (2004), Competing is a
power-oriented mode that is assertive but
uncooperative.
Assertive in the sense that both parties aver
their respective claims and uncooperative in the
sense that they do not collaborate but instead
compete with each other.
This made trust not essential in the course of
the conflict resolution when competition is
utilized.
View full text @ www.openthesis.org/documents/Meta-analysis-mediating-effects-trust-601703.html

22. Theory of Trust/No Trust – Competition
– Turnover and Job Satisfaction


Furthermore, competing is known as authorityobedience approach wherein the manager
exercises power over the subordinates thus
suppressing the conflict.
The suppressant of non-pleasing sensations in
this approach does not lower the job satisfaction
as it usually does (based on dissonance theory)
for the reason that Filipinos possessed values
that affect human behavior and individual’s
relation with others.
View full text @ www.openthesis.org/documents/Meta-analysis-mediating-effects-trust-601703.html

23. Theory of Trust/No Trust – Competition
– Turnover and Job Satisfaction


First of the values affecting human behavior is
the value of Overdependence on authority
wherein one bestows the whole thing to person
on authority.
Second is the value of Paternalism wherein one
has the tendency to follow the declaration of a
person on authority just like the father of the
family or the father of the organization which is
the manager.
Jimenez, 2008

24. Theory of Trust/No Trust – Competition
– Turnover and Job Satisfaction



As claimed by Jimenez (2008), values are beliefs
or principles we consider to be very important.
They are convictions we gladly decide to follow
and produce satisfaction thus maintaining high
satisfaction level.
Consequences of Job satisfaction consist of
employee engagement, employee performance
and employee retention thus low intention
turnover is created.

25. Theory of Trust/No Trust – Competition
– Turnover and Job Satisfaction

On the other hand,
competition sparks
energy and dynamism
instead of shying away
from the organization
which is a strong factor
for low turnover with or
without trust which
creates high job
satisfaction.
View full text @ www.openthesis.org/documents/Meta-analysis-mediating-effects-trust-601703.html

26. References







Jimenez, Juan Carlos. The Significance of Values in an Organization. Cograf
Comunicaciones, Venezuela, 2008.
Martires, Conception R., Human Bahavior in Organizations. 3rd edition, Cacho
Hermanos, Inc., Mandaluyong City, Philippines, 2006.
Schermerhon, John Jr., Dr. James G. Hunt, and Richard N. Osborn.
Organizational Behavior. 9th edition, John Wiley & Sons, Inc., USA, 2002.
Tan, Crestita B., and Beltran, Eden I. Leadership and Management in
Nursing. 1st edition, Educational Publishing House, Inc., Manila 2009.
Tomey, Ann Marriner. Guide to Nursing Management and Leadership.
7th edition, Mosby, Indiana, 2004.
www.openthesis.org/documents/Meta-analysis-mediating-effects-trust601703.html
http://www.kilmanndiagnostics.com/overview-thomas-kilmann-conflict-modeinstrument-tki

27. Thank you for listening!