{"id":1545,"date":"2012-11-29T00:00:32","date_gmt":"2012-11-29T00:00:32","guid":{"rendered":"http:\/\/dev-peopletekcoaching.pantheon.io\/?p=1545"},"modified":"2021-10-14T21:37:46","modified_gmt":"2021-10-14T21:37:46","slug":"successful-leadership-compass-8","status":"publish","type":"post","link":"https:\/\/peopletekcoaching.com\/staging\/2012\/11\/29\/successful-leadership-compass-8\/","title":{"rendered":"Successful Leadership &#8211; COMPASS #8"},"content":{"rendered":"<blockquote><p>Successful\u00a0leaders\u00a0manage\u00a0conflict;\u00a0they\u00a0don\u2019t\u00a0shy\u00a0away\u00a0from\u00a0it\u00a0or\u00a0suppress\u00a0it\u00a0but\u00a0see\u00a0it\u00a0as\u00a0an\u00a0engine\u00a0of creativity and innovation&#8230;<br \/>\n\u2013Ronald\u00a0Heifetz\u00a0and\u00a0Marty\u00a0Linsky<\/p><\/blockquote>\n<p>Our\u00a0COMPASS\u00a0series\u00a0continues;\u00a0this\u00a0week\u00a0we\u2019ll\u00a0talk\u00a0about\u00a0Appropriately\u00a0Managing\u00a0Conflict.<\/p>\n<p>When\u00a0many\u00a0people\u00a0hear\u00a0the\u00a0word\u00a0\u201cconflict\u201d\u00a0they\u00a0think\u00a0of\u00a0negative\u00a0situations. It may be, or in its simplest form, it could be a disagreement or difference of opinion which can be inspirational and lend itself to creativity and growth.<\/p>\n<p>When\u00a0conflict\u00a0is\u00a0not\u00a0appropriately\u00a0managed,\u00a0problems\u00a0arise;\u00a0ill\u00a0feelings\u00a0surface,\u00a0morale\u00a0diminishes,\u00a0and productivity suffers.<\/p>\n<p>How\u00a0well\u00a0do\u00a0you\u00a0manage\u00a0conflict?\u00a0Do\u00a0you\u00a0face\u00a0it\u00a0head-on?\u00a0Do\u00a0you\u00a0hope\u00a0it\u00a0will\u00a0go\u00a0away?<\/p>\n<p>Kenneth\u00a0Thomas\u00a0and\u00a0Ralph\u00a0Kilman\u00a0identified\u00a05\u00a0modes\u00a0of\u00a0conflict.\u00a0Some\u00a0styles\u00a0sound\u00a0like\u00a0they\u00a0may\u00a0be\u00a0\u201cbetter\u201d than others but in reality, there is no right or wrong style; all five modes are useful when used in the appropriate situation.<\/p>\n<h2>The\u00a05\u00a0Conflict\u00a0Modes<\/h2>\n<h3>Competing<\/h3>\n<ul>\n<li>This is a power-oriented mode and is assertive and uncooperative; the individual pursues his or her own interest at the expense of the other person.<\/li>\n<\/ul>\n<h3>Accommodating<\/h3>\n<ul>\n<li>This\u00a0is\u00a0the\u00a0opposite\u00a0of\u00a0competing\u00a0and\u00a0is\u00a0unassertive\u00a0and\u00a0cooperative. The accommodating person neglects their own concerns to satisfy the concerns of others.<\/li>\n<\/ul>\n<h3>Avoiding<\/h3>\n<ul>\n<li>Avoiding\u00a0is\u00a0unassertive\u00a0and\u00a0uncooperative. The individual does not pursue their own concern or those of another person.<\/li>\n<\/ul>\n<h3>Collaborating<\/h3>\n<ul>\n<li>This\u00a0is\u00a0the\u00a0opposite\u00a0of\u00a0avoiding\u00a0where\u00a0the\u00a0individual\u00a0is\u00a0both\u00a0assertive\u00a0and\u00a0cooperative and works to satisfy all of the concerns of everyone.<\/li>\n<\/ul>\n<h3>Compromising<\/h3>\n<ul>\n<li>This\u00a0falls\u00a0between\u00a0competing\u00a0and\u00a0accommodating\u00a0and\u00a0is\u00a0both\u00a0assertive\u00a0and\u00a0cooperative, a mutually acceptable solution is reached, and both parties make concessions to resolve the issue.<\/li>\n<\/ul>\n<h2>When to Leverage Each Style<\/h2>\n<p>The\u00a0<strong>COMPETING<\/strong>\u00a0mode\u00a0is\u00a0most\u00a0effective\u00a0when\u00a0quick,\u00a0decisive\u00a0action\u00a0is\u00a0required\u00a0and\u00a0for\u00a0important\u00a0issues\u00a0that\u00a0may\u00a0be\u00a0unpopular\u00a0or\u00a0are\u00a0vital\u00a0to\u00a0the\u00a0organization. Examples\u00a0include\u00a0discipline,\u00a0cost\u00a0cutting,\u00a0legal\u00a0requirements,\u00a0and\u00a0enforcing\u00a0company\u00a0rules\u00a0and\u00a0policies.<\/p>\n<p><strong>ACCOMMODATING<\/strong>\u00a0is\u00a0useful\u00a0when\u00a0preserving\u00a0harmony\u00a0is\u00a0essential,\u00a0for\u00a0allowing\u00a0others\u00a0to\u00a0learn\u00a0from\u00a0their\u00a0mistakes\u00a0(where\u00a0the\u00a0risk\u00a0is\u00a0minimal),\u00a0when\u00a0you\u00a0realize\u00a0you\u00a0can\u00a0learn\u00a0from\u00a0others\u00a0and\u00a0that\u00a0their\u00a0position\u00a0is\u00a0likely\u00a0a\u00a0better\u00a0solution\u00a0or\u00a0that\u00a0the\u00a0issue\u00a0is\u00a0much\u00a0more\u00a0important\u00a0to\u00a0the\u00a0other\u00a0person\u00a0than\u00a0it\u00a0is\u00a0to\u00a0you.<\/p>\n<p><strong>AVOIDING<\/strong>\u00a0is\u00a0useful\u00a0when\u00a0there\u00a0are\u00a0more\u00a0pressing\u00a0issues,\u00a0\u00a0when\u00a0others\u00a0are\u00a0addressing\u00a0the\u00a0situation\u00a0and\u00a0don\u2019t\u00a0require\u00a0your\u00a0intervention,\u00a0when\u00a0gathering\u00a0more\u00a0information\u00a0is\u00a0more\u00a0important\u00a0than\u00a0having\u00a0an\u00a0immediate\u00a0response,\u00a0when\u00a0you\u00a0have\u00a0no\u00a0chance\u00a0of\u00a0satisfying\u00a0your\u00a0own\u00a0concerns,\u00a0\u00a0and\u00a0to\u00a0let\u00a0people\u00a0cool\u00a0down\u00a0and\u00a0reduce\u00a0tension\u00a0and\u00a0then\u00a0readdress\u00a0the\u00a0concern\u00a0at\u00a0a\u00a0later\u00a0time.<\/p>\n<p><strong>COLLABORATING<\/strong>\u00a0is\u00a0useful\u00a0when\u00a0there\u00a0are\u00a0important\u00a0issues\u00a0on\u00a0both\u00a0sides\u00a0which\u00a0can\u00a0not\u00a0be\u00a0compromised,\u00a0must\u00a0be\u00a0integrated\u00a0into\u00a0a\u00a0solution,\u00a0\u00a0and\u00a0when\u00a0there\u00a0is\u00a0a\u00a0need\u00a0to\u00a0work\u00a0through\u00a0hard\u00a0feelings\u00a0that\u00a0are\u00a0impacting\u00a0interpersonal\u00a0relationships.<\/p>\n<p><strong>COMPROMISING<\/strong>\u00a0is\u00a0useful\u00a0when\u00a0there\u00a0are\u00a0time\u00a0constraints\u00a0and\u00a0solutions\u00a0must\u00a0be\u00a0obtained\u00a0quickly when your issue is moderately important,\u00a0when two opponents of equal power are strongly committed to differing goals but must reach a solution (example: labor contracts), and as a back-up when collaboration or competition fails.<\/p>\n<p>Effective\u00a0leaders\u00a0understand\u00a0the\u00a0value\u00a0of\u00a0all\u00a0conflict\u00a0styles.\u00a0They\u00a0readily\u00a0adapt\u00a0to\u00a0the\u00a0style\u00a0most\u00a0appropriate\u00a0for\u00a0the situation, and they intervene only when necessary.<\/p>\n<h2>Recommended Reading<\/h2>\n<p>The\u00a0Five\u00a0Dysfunctions\u00a0of\u00a0a\u00a0Team\u00a0\u2013\u00a0Patrick\u00a0Lencioni<\/p>\n<p>Conflict\u00a0Management:\u00a0A\u00a0Practical\u00a0Guide\u00a0to\u00a0Developing\u00a0Negotiation\u00a0Strategies\u2013\u00a0Barbara\u00a0A.\u00a0Budjac\u00a0Corvette Ph. D.<\/p>\n<p>What\u00a0are\u00a0your\u00a0strengths\u00a0and\u00a0opportunities\u00a0for\u00a0managing\u00a0conflict?<\/p>\n<p>Do\u00a0you\u00a0know\u00a0your\u00a0preferred\u00a0conflict\u00a0style?\u00a0Do\u00a0you\u00a0overuse\u00a0it?<\/p>\n<p>Can\u00a0you\u00a0recognize\u00a0the\u00a0conflict\u00a0styles\u00a0of\u00a0others\u00a0and\u00a0do\u00a0you\u00a0manage\u00a0the\u00a0conflict\u00a0if\u00a0styles\u00a0are\u00a0being\u00a0inappropriately utilized?<\/p>\n<p>We\u2019d\u00a0love\u00a0to\u00a0hear\u00a0your\u00a0success\u00a0stories!<\/p>\n<p>QwikCoach\u00a0summary\u00a0and\u00a0link:<\/p>\n<p>Planning\u00a0activities\u00a0need\u00a0to\u00a0be\u00a0done\u00a0at\u00a0both\u00a0tactical\u00a0and\u00a0strategic\u00a0levels.\u00a0\u00a0For\u00a0planning\u00a0efforts\u00a0to\u00a0be\u00a0successful, leaders must be attentive to both.<\/p>\n<p>Do\u00a0you\u00a0appropriately\u00a0handle\u00a0conflict?<\/p>\n<p>Use\u00a0the\u00a0<a href=\"https:\/\/peopletekcoaching.com\/staging\/resources\/leadership-compass-survey\/\">COMPASS<\/a>\u00a0and\u00a0rate\u00a0yourself\u00a0objectively.<\/p>\n<p>Now\u00a0rate\u00a0your\u00a0team.<\/p>\n<p>Do\u00a0you\u00a0see\u00a0opportunities\u00a0for\u00a0improvement?<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Successful\u00a0leaders\u00a0manage\u00a0conflict;\u00a0they\u00a0don\u2019t\u00a0shy\u00a0away\u00a0from\u00a0it\u00a0or\u00a0suppress\u00a0it\u00a0but\u00a0see\u00a0it\u00a0as\u00a0an\u00a0engine\u00a0of creativity and innovation&#8230; \u2013Ronald\u00a0Heifetz\u00a0and\u00a0Marty\u00a0Linsky Our\u00a0COMPASS\u00a0series\u00a0continues;\u00a0this\u00a0week\u00a0we\u2019ll\u00a0talk\u00a0about\u00a0Appropriately\u00a0Managing\u00a0Conflict. When\u00a0many\u00a0people\u00a0hear\u00a0the\u00a0word\u00a0\u201cconflict\u201d\u00a0they\u00a0think\u00a0of\u00a0negative\u00a0situations. It may be, or in its simplest form, it could be a disagreement or difference of opinion which can be inspirational and lend itself to creativity and growth. When\u00a0conflict\u00a0is\u00a0not\u00a0appropriately\u00a0managed,\u00a0problems\u00a0arise;\u00a0ill\u00a0feelings\u00a0surface,\u00a0morale\u00a0diminishes,\u00a0and productivity suffers. How\u00a0well\u00a0do\u00a0you\u00a0manage\u00a0conflict?\u00a0Do\u00a0you\u00a0face\u00a0it\u00a0head-on?\u00a0Do\u00a0you\u00a0hope\u00a0it\u00a0will\u00a0go\u00a0away? Kenneth\u00a0Thomas\u00a0and\u00a0Ralph\u00a0Kilman\u00a0identified\u00a05\u00a0modes\u00a0of\u00a0conflict.\u00a0Some\u00a0styles\u00a0sound\u00a0like\u00a0they\u00a0may\u00a0be\u00a0\u201cbetter\u201d than others but in reality, there is no right or wrong style; all five modes are useful when used in the appropriate situation. The\u00a05\u00a0Conflict\u00a0Modes Competing This is a power-oriented mode[&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_seopress_robots_primary_cat":"","_seopress_titles_title":"","_seopress_titles_desc":"","_seopress_robots_index":"","_price":"","_stock":"","_tribe_ticket_header":"","_tribe_default_ticket_provider":"","_ticket_start_date":"","_ticket_end_date":"","_tribe_ticket_show_description":"","_tribe_ticket_show_not_going":false,"_tribe_ticket_use_global_stock":"","_tribe_ticket_global_stock_level":"","_global_stock_mode":"","_global_stock_cap":"","_tribe_rsvp_for_event":"","_tribe_ticket_going_count":"","_tribe_ticket_not_going_count":"","_tribe_tickets_list":"[]","_tribe_ticket_has_attendee_info_fields":false,"footnotes":""},"categories":[7,30],"tags":[61],"class_list":["post-1545","post","type-post","status-publish","format-standard","hentry","category-leadership","category-success","tag-leadership-compass"],"acf":[],"_links":{"self":[{"href":"https:\/\/peopletekcoaching.com\/staging\/wp-json\/wp\/v2\/posts\/1545","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/peopletekcoaching.com\/staging\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/peopletekcoaching.com\/staging\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/peopletekcoaching.com\/staging\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/peopletekcoaching.com\/staging\/wp-json\/wp\/v2\/comments?post=1545"}],"version-history":[{"count":0,"href":"https:\/\/peopletekcoaching.com\/staging\/wp-json\/wp\/v2\/posts\/1545\/revisions"}],"wp:attachment":[{"href":"https:\/\/peopletekcoaching.com\/staging\/wp-json\/wp\/v2\/media?parent=1545"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/peopletekcoaching.com\/staging\/wp-json\/wp\/v2\/categories?post=1545"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/peopletekcoaching.com\/staging\/wp-json\/wp\/v2\/tags?post=1545"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}