INT 907 Study Guide - Final Guide: Assertiveness, Cooperativeness, Conditionality
11 May 2018
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Module 5 Notes – Conflict Roots
Resolving conflict successfully can result in:
o An increased understanding amongst team members
o Increased group cohesion with strong mutual respect
o Improved self-knowledge
Sands, Stafford & McClelland (1990) discuss conflict within interdisciplinary teams.
In their article, they discuss several sources of conflict, including:
o Overlapping discipline roles
o Different discipline perspectives and philosophies
o Contradictions at the organizational/system level
o Reflection of the stage of team development
importance of team developing:
o A shared/common language – defining terms as they come up,
o A shared values base, which can be expressed as a team charter, and
o Developing or choosing a conceptual framework.
CONFLICT MANAGEMENT STYLES
2 Dimensions of Behaviour in Conflict
1. Assertiveness – the extent to which a person attempts to satisfy his own concerns
2. Cooperativeness – the extent to which a person attempts to satisfy the other person's
concerns
T(OMAS & K)LMANN’S CONFL)CT MANAGEMENT STYLES
1) Competing/Forcing: "Might makes right!"
Controls the outcome; insists on his/her own view prevailing
Assertive and uncooperative
A power-oriented position
2) Accommodating: "I don't care much."
Accepts the other's view/neglects own concerns to satisfy the concerns of the
other person
Unassertive and uncooperative
3) Avoiding: "I'd rather leave than deal with it now."
Delays or avoids response
Addresses neither own concerns nor those of the other individual
Unassertive and uncooperative
4) Compromising: "We meet halfway!"
Compromise splits the difference between the 2 positions, often seeking a
quick middle ground
Moderate on both assertiveness and cooperation
5) Collaborating: " Two heads are better than one."
Assert own views while inviting other's views
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