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Conflict is endemic to any organization. From the highest governmental function to the lowest privatized function, there is always some conflict or another, and it is often up to the manager to solve this. However, a born leader will also step in. I have often found myself in the midst of arguments that did not concern me, but that I wanted solved for the benefit of others. For this reason I find myself relating most to a collaborative conflict solver. This short paper will address my conflict handling style, as well as how it could help me in a potential leadership role.
As aforementioned, my conflict handling style is collaborative. This essentially means that I am ambitious and creative, and always find an opportunity to motivate myself and others. For this reason, collaborators are known to prefer peer relationships, but also cherish independence. For example, such people...
Thus, this style is both team oriented, but can also be seen as a "self" act. Though not wholly democratic, it does believe in the fact that everyone can benefit from a situation (2011).
This conflict handling style is often a good one, in many situations. For example, when in a leadership role in a company, this style encourages teamwork, which is essential to any goal achievement in any company, but can also praise an individual for his or her accomplishments. Because it is not wholly team neither related nor wholly individualistic, it is therefore not complacent or selfish. However, this role could potentially hinder a leader who is trying to resolve a deep-seated conflict. For example, if President Obama were to utilize the collaborative style in the Israeli Palestinian debates that are now dominating the media, he could achieve things up…
References
"The Art of Accommodation." (2011). Applied Strategies. Retrieved September 28, 2011, < http://www.applied-strategies.com/FOLDERS-HumanFactor/Accommodation.asp>.
De Gibaja, M. (2001). An Exploratory Study of Administrative Practice in Collaboratives. Administration in Social Work; 2001, Vol. 25 Issue 2, p39-59, 21p, 1 Chart
First Response:
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