Common Ways People Handle Conflicts| Unit IV| BASP632 ~ Dr. Manju Antil | Counseling Psychologist | Psychotherapist

Unit IV: Managing Conflicts at Work

Common Ways People Handle Conflicts

Introduction

Conflict is an inevitable aspect of organisational life due to differences in perceptions, values, goals, roles, emotions, and power positions. While conflict itself is unavoidable, the way individuals handle conflict determines whether its consequences are constructive or destructive. Organisational psychology emphasises that people differ systematically in their conflict-handling styles, shaped by personality, socialisation, emotional intelligence, power dynamics, and organisational culture.

Understanding common ways people handle conflicts is central to conflict management, leadership effectiveness, teamwork, and organisational well-being.

1. Concept of Conflict-Handling Styles

Conflict-handling styles refer to consistent patterns of behaviour individuals use when faced with disagreement or opposition. These styles reflect how a person balances:

Concern for self (assertiveness)
Concern for others (cooperativeness)

One of the most widely accepted frameworks for understanding these styles is the dual-concern model, which forms the basis of the Thomas–Kilmann approach.

2. Common Ways People Handle Conflicts

1. Avoiding (Withdrawal or Suppression)

Description:
Avoiding involves ignoring, postponing, or withdrawing from conflict situations. The individual neither pursues their own concerns nor those of others.

Psychological basis:

Fear of confrontation
Anxiety and emotional discomfort
Low perceived power
Cultural norms discouraging open disagreement

Workplace examples:

Staying silent in meetings despite disagreement
Delaying discussions about unresolved issues

Outcomes:

Short-term reduction in tension
Long-term accumulation of resentment
Latent and passive conflicts

📌 Indian organisational context:
Avoidance is common in hierarchical workplaces where authority distance discourages open expression.

2. Accommodating (Yielding or Obliging)

Description:
Accommodating involves sacrificing one’s own needs to maintain harmony and relationships.

Psychological basis:

High need for approval
Relationship-oriented values
Fear of rejection or conflict escalation

Workplace examples:

Agreeing to extra workload to maintain goodwill
Accepting decisions without voicing disagreement

Outcomes:

Preserves relationships in the short term
Can lead to frustration, burnout, and loss of self-esteem

📌 Key insight:
Excessive accommodation may create power imbalance and hidden conflict.

3. Competing (Forcing or Dominating)

Description:
Competing involves pursuing one’s own concerns at the expense of others, often using authority, power, or assertiveness.

Psychological basis:

High need for control
Competitive personality traits
Power advantage or positional authority

Workplace examples:

Managers imposing decisions unilaterally
Dominating discussions and dismissing alternative views

Outcomes:

Quick decision-making
Reduced trust and cooperation
Increased resistance and emotional conflict

📌 Organisational psychology insight:
Competing may be effective in emergencies but harmful in relational contexts.

4. Compromising (Negotiating or Splitting the Difference)

Description:
Compromising involves each party giving up something to reach a middle-ground solution.

Psychological basis:

Desire for fairness
Time pressure
Moderate concern for self and others

Workplace examples:

Dividing resources or responsibilities equally
Negotiating deadlines or workloads

Outcomes:

Faster resolution
Partial satisfaction for all parties
May overlook deeper issues

📌 Exam point:
Compromise is pragmatic but not always optimal for long-term solutions.

5. Collaborating (Problem-Solving or Integrating)

Description:
Collaborating involves open communication and joint problem-solving to satisfy the concerns of all parties.

Psychological basis:

High emotional intelligence
Trust and psychological safety
Willingness to engage in dialogue

Workplace examples:

Jointly redefining goals
Exploring underlying needs and perceptions

Outcomes:

Strong relationships
Creative and sustainable solutions
Higher commitment and trust

📌 Organisational psychology perspective:
Collaboration is the most constructive style but requires time, skills, and supportive culture.

3. Factors Influencing Choice of Conflict-Handling Style

People do not use one style consistently; their approach depends on:

Personality traits
Emotional state
Power position
Cultural norms
Nature of the issue
Organisational climate

📌 Example:
The same individual may avoid conflict with seniors, compete with subordinates, and collaborate with peers.

4. Cultural and Organisational Influences

Collectivistic cultures favour avoidance and accommodation
Individualistic cultures encourage assertiveness
Hierarchical organisations discourage open conflict
Psychologically safe environments promote collaboration

Understanding context is crucial for effective conflict management.

5. Implications for Managing Conflicts at Work

Effective conflict management involves:

Awareness of one’s dominant conflict style
Flexibility in using different styles
Development of communication and emotional skills
Leadership practices that encourage dialogue and fairness

📌 Key academic insight:
No single conflict-handling style is universally “best”; effectiveness depends on context, timing, and relational goals.

Conclusion

People handle workplace conflicts in diverse ways, including avoiding, accommodating, competing, compromising, and collaborating. These styles reflect underlying psychological processes and social conditions rather than mere personal choice. For organisations, understanding common conflict-handling styles is essential for building healthy work relationships, improving leadership effectiveness, and transforming conflict from a source of disruption into an opportunity for growth and learning.