Strategic Leadership India TM. Dominant Conflict Management Style Report Conflict Management Style Profile – _______________________________________ Your Individual Conflict Management Style Profile scores

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Strategic Leadership India TM. Dominant Conflict Management Style Report Conflict Management Style Profile – _______________________________________ Your Individual Conflict Management Style Profile scores
    Strategic Leadership India TM. Dominant Conflict Management Style Report Conflict Management Style Profile –  _______________________________________ Your Individual Conflict Management Style Profile scores, shown below, indicate the repertoire of conflict-handling modes you use in the kinds of conflicts you face. Your highest score indicating your most frequently used and dominant conflict management mode / style is Highlighted below –  its - COMPETING / CONTROLLING.    AVOIDING COMPETING COMPROMISING  ACCOMOD ATING COLL  ABOR  ATING Dominant Conflict Management Style - - >> COMPETING / CONTROLLING VISHAL CHAWLA Overall Score 27 43 36 23 41 170 39.13% 62.32% 52.17 % 33.33% 59.42% Question 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Corresponding Dimension  AVOIDING COMPETING COMPROMISING  ACCOMOD ATING COLL  ABOR  ATING  AVOIDING COMPETING COMPROMISING  ACCOMODATING COLL  ABOR  ATING  AVOIDING COMPETING COMPROMISING  ACCOMODATING COLL  ABOR  ATING  AVOIDING COMPETING COMPROMISING  ACCOMODATING COLL  ABOR  ATING Situational Responses Score A 2 4 4 2 4 2 3 3 2 3 2 4 3 2 3 2 3 2 1 5 Score B 3 4 4 2 4 2 4 2 2 2 1 3 3 2 3 2 3 2 1 4 Score C 3 4 4 4 4 4 4 3 2 3 2 4 4 2 3 2 3 2 1 3    Strategic Leadership India TM. Dominant Conflict Management Style Report Now that you are aware asto what is your style of conflict management, you are requested to analyze conflict situations and accordingly choose how and why you would want to moderate / modify your own dominant style / conflict handling mode. You are capable of using all five conflict-handling modes; you cannot be characterized as having a single, rigid style of dealing with conflict. However, most people use some modes more readily than others, develop more skills in those modes, and therefore tend to rely on them more heavily. Many have a clear favorite. The conflict behaviors you use are the result of both your personal predispositions, past experiences and the requirements of the current conflict situations in which you find yourself. COLLABORATING - CONFLICT MANAGEMENT STYLE Uses :- You may be using this mode most frequently because of the circumstances you face. The following situations are times when collaborating is especially useful and effective: 1. When you need to find an integrative solution and the concerns of both parties are too important to be compromised. 2. When your objective is to learn and you wish to test your assumptions and understand others' views. 3. When you want to merge insights from people with different perspectives on a problem.    Strategic Leadership India TM. Dominant Conflict Management Style Report 4. When you want to gain commitment by incorporating others’ concerns into a consensual decision. 5. When you need to work through hard feelings that have been interfering with a relationship. Collaborating as a Style:- Your frequent use of collaborating may also be part of a collaborating style you have developed to deal with conflict. Styles are rooted i n personal beliefs, values, and motives that “push” one’s conflict behavior in a consistent direction. Collaborators tend to see conflicts as problems to be solved, wanting quality decisions that truly resolve the issues. They believe in the power of consensus and in sharing information and understandings. They regard teammates as allies and tend to see people outside the team as  potential allies. They build on others’ ideas and listen well. Collaborators value innovation, open -mindedness, learning, and consensus. They look for the value in what others say and combine  that with their own insights to find win-win solutions. Contributions of a Collaborating Style :- Collaborators are helpful in reaching win-win solutions  that provide a long-term resolution to a conflict issue. They ask questions, listen to other points of view, and try to incorporate those viewpoints into a richer, shared understanding. In the process,  they aid open communication and learning. Often, collaborators are able to find superior, high-    Strategic Leadership India TM. Dominant Conflict Management Style Report quality solutions to important issues. They may be sources of creativity and innovation. They help people air diverse views without putting anyone on the defensive. Questions to Ask :- The danger in any style is that you may use your preferred mode out of habit — even when it is not the most appropriate mode. Because you scored in the high range on collaborating, there is a good chance that you are overusing this conflict mode and underusing others. To help you determine if you are overusing collaborating, consider the following questions: Signs of overuse :- 1. Do you sometimes spend time discussing issues in depth that don’t seem  to warrant it? --- Collaboration takes time and energy —  perhaps the scarcest organizational resources. Trivial problems don’t require optimal solutions, and not all personal differences need to be hashed out. The overuse of collaboration and consensual decision making sometimes represents a desire to minimize risk — by diffusing responsibility for a decision or by postponing action. 2. Does your collaborative behavior fail to elicit collaborative responses from others? ---- The exploratory and tentative nature of some collaborative behavior may make it easy for others to disregard your overtures or take advantage of the trust and openness you display. You may be missing some cues that would indicate the presence of defensiveness, strong feelings, impatience, competitiveness, or conflicting interests. In contrast, the fact that you scored high on collaborating makes it unlikely that you are underusing this mode. However, you may be interested in these signs of underuse in others:    Strategic Leadership India TM. Dominant Conflict Management Style Report Signs of underuse :- 1.   Having difficulty seeing differences as opportunities for joint gain, learning, or problem solving. Although conflict situations often involve threatening or unproductive aspects, approaching all conflicts with pessimism can prevent people from seeing collaborative  possibilities and thus deprive them of the mutual gains and satisfactions that accompany successful collaboration. 2.   Finding th at others are uncommitted to one’s decisions or policies.  Perhaps their concerns are not being incorporated into those decisions or policies. COMPETING / CONTROLLING - CONFLICT MANAGEMENT STYLE Uses :- 1. When quick, decisive action is vital —  for example, in an emergency 2. On important issues when unpopular courses of action need implementing —  for example, cost cutting, enforcing unpopular rules, discipline 3. On issues vital to company welfare when you know you’re right  4. When you need to protect yourself from people who take advantage of noncompetitive behavior Questions to Ask :-
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