On the following page are 5 basic conflict handling styles. Part of being an effective manager is knowing when to use which strategy for resolving workplace conflicts. First (a) decide which is the best approach to take, then (b) briefly explain the rationale, and (c) explain how one would prevent this conflict from reoccurring in the future.

Situation #1

Two employees of the support staff have requested the same two-week vacation period. They are the only two trained to carry out an essential task using a complex computer software program that cannot be mastered quickly. You have encouraged others to learn this process so there is more backup for the position, but heavy workloads have prevented this from occurring.

Situation #2

You are the national sales manager of an industrial supply company. One of your regional sales managers (RSM) has requested a raise because there are now two salespeople (i.e., direct reports) on commission earning higher salaries. The work performance of this RSM currently does not merit a raise of the amount requested, mostly due to the person turning in critical reports late and missing a number of days of work. The sales group under this RSM is one of the highest rated in the organization, but this may be the result of having superior individuals assigned to the team, rather than to the effectiveness of the manager.

Situation #3

The organization has reinstituted a 5 day in office mandate. Two department managers have complained that another department does not always maintain that policy. The manager of the department in question has responded by citing personal reasons such as new parents, caring for elders, construction projects delaying commutes as reasons for making exceptions to policy.

Situation #4

Few of the management staff attended the Fourth of July picnic held at a department manager's country home last year. This particular manager, who has been a loyal team player for the past twenty-one years, has indicated a desire to host the event again this year. Many of you have personally found the event to be boring, with little to do but talk and eat. Already a few of the other managers have suggested that the event be held at a different location with a new format or else be cancelled.

Situation #5

Two department managers have requested a budget increase in the areas of travel and computer equipment. Each asks that your group support this request. The CEO, not your group, will make the final decision. You are aware that increasing funds for one department will result in a decrease for others, as the total budget figures for all of these categories are set.

Withdrawal Strategy Office on the web Frame Choosing sides is to be avoided Legitimate action ceases Critical information is missing Direct information stops The issue is outside the group Failure can be perceived Others are competent and delegation is appropriate Cannot be used in a crisis You are powerless Suppression (and diffusion ) Strategy Best when A cooling down period is needed The issue may intensify The issue is unimportant You may appear weak and ineffective A relationship is important Integration Strategy Best when Group problem solving is needed Group goals must be put first New alternatives are helpful More time is required for dialogue Group commitment is required It doesn't work with rigid dull people Promoting openness and trust Compromise Strategy Best when Power is equal Action (a third choice) can be weakened Resources are limited Inflation is encouraged A win-win settlement is desired A third party may be needed for negotiation Authority Strategy Best when A deadlock persists Emotions intensify quickly Others are incompetent Dependency is promoted Time is limited (crisis) Winners and losers are created An unpopular decision must be made Survival of the organization is critical