However, such strategy has the outcome in compliance in absence of commitment and feelings of frustration and resentment. The fourth strategy is I lose a little, you win a little. The placate yield style represents a concern for the effects of conflict on the welfare and durability of all relationships that is entered. The hypothesis is that human relationships are so flexible that they cannot endure the trauma of working through normal differences. Therefore, the inclination is towards withdrawing from the conflict and pleases others by ignoring, denying and avoiding conflict. When the differences continue it is found worthwhile in placating and submitting oneself to ones objectives being seen as effective modes of self-protection and safeguarding our relationships with others. One-sided domination in ones relationship is evident in such type of strategies.

Finally, the strategy is 'I win, you win'. This approach to conflict resolution is regarded as the dominant style for conflict management and this synergistic approach attaches major significance to both the goals of the parties associated with the welfare of the relationships. This win-win outcome and presumes that you and others will enthusiastically associate since the positive total effect is larger than what could be attained by individual efforts. This approach envisages the tolerance for differences and recognition of the legitimacy of feelings as central elements. It prevails upon each to agree on abiding the rules of negotiation and agree to solve the conflict constructively. Any hidden agendas are brought clearly so as to be dealt in effectively.

The five styles of conflict resolution are represented in terms of "asserting, problem solving, compromising, accommodating and avoiding." Being conceptually unique, the conflict literature has sometimes represented the five styles as showing two inherent aspects such as the level to which an individual tries to satisfy his or her own concerns, and the level to which an individual tries to satisfy the concern of others. The five styles can be better depicted in terms the alongside diagram. Asserting is taken to mean a situation where the individuals strive to win or dominant.

Conflict is viewed as a fixed pie, zero sum circumstance with one party's gain resulting at the cost of other parties. Conflict is thus viewed as a win loss circumstance. As a result of this the individual works to satisfy his/her own concerns at he cost of the others associated. The strategy of the problem solving, takes care of fully satisfying the concerns of all parties. This style does not seem to be viewed as a fixed pie, zero sum situations, as was the case for asserting. Rather than the actions are concentrated at enhancing the pie so that all parties can attain their goals and aims. In this manner the judgments and decisions are not viewed as right or wrong. Rather a compromise is found out by assimilations and coordination of the perspective of all parties.

Thirdly, the style of accommodating demands sacrifices of the needs and desires of the individuals so as to satisfy those of other parties. They concentrate on appeasement and satisfaction of the concerns of other parties even not attending to their own. Various aims are there behind underlying and accommodating behaviors- a desire to minimize, reduce or end conflict situations. Such style alternatively demands cooperating, obliging, yielding and sacrificing. Avoiding occurs when individuals are indifferent to the issues of both the parties and do not participate in conflicting situations. Several objectives underlie in accommodating behaviors and no attempt is made to steer the solution towards the other parties or to smooth over the situation with avoidance. Rather the individual withdraws physically or psychologically.

Differing strategies are employed by different people in managing of the conflict. These strategies are acquired normally in childhood and have an automatic operation. Normally two major issues are associated with when we are engaged in a conflict. First one is due emphasis on achieving the personal goals. The conflict arises as a result of the conflict the goal of one with that of another person. The second one is the inclination towards keeping good relationship with others. The intensity of both the dimensions determines the response to a conflict. Taking into consideration the five styles of managing conflicts have been evolved that can be put in a different way as THE TURTLE, THE SHARK, THE TEDDY BEAR, THE FOX and THE OWL.

The TURTLE represents withdrawal as the turtles normally withdraw into their shells to avoid conflicts. Such style persuades to give up their personal objectives and relationships and force them to stay away from the concerns over which the conflict is taking place and from the persons they are in conflict with. Turtles prefer to withdraw physically and psychologically from a conflict rather than to confront. The SHARK symbolizes forcing. They normally attempt to dominate the opponents by compelling them to accept their solution to the conflict. Their objectives are highly significant to them and relationships are of less significance. They strive to attain their objectives at all expenses. The hypothesis is to solve the problem with one person winning and another losing. They strive...

The relationship to them is regarded as of great significance, while their own objectives are accorded low priorities. They attempt to avoid the conflicts in support of harmony and they believe that it is not possible to address conflicts without damaging the relationships. They are frightened that if the conflict continues it is prone that some one will get hurt and that would affect the relationship. Teddy bear attempts to smooth over the conflict with the intimidation of harming the relationship. The FOX represents for compromising attitude. They sought a compromise by parting with a portion of their objectives and encourage the other one in a conflict to part with his objectives. They attempt to devise a solution which appears to be beneficial to both.
The OWL represents for confrontation. They accord top priority to the value of their own objectives and relationships. They consider the conflict as problems to be resolved and formulate a solution that benefits both their own objectives and the objectives of the other person. The Owls visualize conflicts as a means of developing relationships by declining tension between two persons. They attempt to begin a discussion that detects the conflict as a problem. They strive to restore the relationships by finding out the solutions that entertain both themselves and other persons.

Conflict is characterized by a circumstance of competition when the parties have knowledge of the incompatibility of potential future positions and in which each party desire to attain a position that is not compatible with the desire of others. Conflict is thus considered as a cycle and as with any social process there are reasons, there are process and outcomes of such conflicts. To address the conflict it is required to take into account the characteristics of "interdependence, emotions, perceptions, and behaviors." Conflict is regarded as constructive and healthy for an organization and it can assist in developing individuals and bettering the organizations by creating individual assets of the parties. Conflict brings to lime light the inherent concerns.

Conflict can compel the people to confront possible defects in a solution and to select a better one. The comprehension of real interests, goals and necessities is enhanced and the continuing communication around those issues in encouraged. Additionally, it can eliminate premature and unsuitable resolution of conflict. The conflict is said to be a constructive one when it paves the way for the people to change and improve personally from the conflict, association of the individuals influenced by the conflict is enhanced, cohesiveness is formed among team members and a solution to the problem is detected. Failure to manage the conflicts properly becomes detrimental to an organization by calling upon the unity of the organization, business partnerships, team relations and interpersonal links.

References

Conflict Management Styles" (2002) Retrieved at http://www.njit.edu/activities/conflict.pdf. Accessed 14 September, 2005

Hartwick, Jon; Barki, Henri. "Conflict Management Styles of Users and Analysts, and Their

Impact on Conflict Resolution" (1999) Retrieved at http://csdl2.computer.org/comp/proceedings/hicss/1999/0001/07/00017036.PDFAccessed 12 September, 2005

Lingren, Herbert G. "Managing Conflict Successfully" Retrieved at http://ianrpubs.unl.edu/family/heg181.htm. Accessed 12 September, 2005

McNamara, Carter. "Basics of Conflict Management" Retrieved at http://www.managementhelp.org/intrpsnl/basics.htm. Accessed 12 September, 2005

Ohlendorf, Amy. (Fall, 2001) "Conflict Resolution in Project Management" Retrieved at http://www.umsl.edu/~sauter/analysis/488_f01_papers/Ohlendorf.htm. Accessed 14 September, 2005

Wilson, Jennifer Lee. (20 September, 2004) "Conflict management does not have to create conflicts" Retrieved at http://www.keepmedia.com/pubs/AccountingToday/2004/09/20/583708/?extID=10047&data=conflict_managementAccessed 12 September, 2005

Jennifer Lee, Wilson. (20 September, 2004) "Conflict management does not have to create conflicts" Retrieved at http://www.keepmedia.com/pubs/AccountingToday/2004/09/20/583708/?extID=10047&data=conflict_managementAccessed 12 September, 2005

Carter, McNamara. "Basics of Conflict Management" Retrieved at http://www.managementhelp.org/intrpsnl/basics.htm. Accessed 12 September, 2005

Herbert G. Lingren. "Managing Conflict Successfully" Retrieved at http://ianrpubs.unl.edu/family/heg181.htm. Accessed 12 September, 2005

Herbert G. Lingren. "Managing Conflict Successfully"

Herbert G. Lingren. "Managing Conflict Successfully" Retrieved at http://ianrpubs.unl.edu/family/heg181.htm. Accessed 12 September, 2005

Jon Hartwick; Henri Barki. (1999) "Conflict Management Styles of Users and Analysts, and Their Impact on Conflict Resolution" Retrieved at http://csdl2.computer.org/comp/proceedings/hicss/1999/0001/07/00017036.PDFAccessed 12 September, 2005

Conflict Management Styles" (2002) Retrieved at http://www.njit.edu/activities/conflict.pdf. Accessed 14 September,…