References:
    
     Furlong, G. T. (2005). The conflict resolution toolbox: Models and maps for analyzing, diagnosing, and resolving conflict. Mississauga, Ontario: John Wiley & Sons Canada, Ltd.
o    Chapter 1, "Introduction"
o    Chapter 2, "Overview of the Models"
o    Chapter 3, "The Conflict Story"
o   

These three chapters set the stage for understanding the conflict-resolution models that follow. Chapter 1 gives an overview of the field of conflict resolution, and Chapter 2 outlines some of the more commonly used tools for conflict resolution. Chapter 3 provides an analysis of a typical conflict.
Instrument
     Thomas-Kilmann Conflict Mode Instrument

The Thomas-Kilmann Conflict Mode Instrument measures an individual's approach to handling conflict. The tool determines where an individual falls in the two areas of assertiveness and cooperativeness. Based on the resulting scores, a person is categorized into one of five conflict styles: competing, avoiding, accommodating, collaborating, or compromising.
    
Articles
     CPP Inc. (2008). The CPP global human capital report: Workplace conflict and how businesses can harness it to thrive. Retrieved from
https://www.cpp.com/pdfs/CPP_Global_Human_Capital_Report_Workplace_Conflict.pdf

This paper describes research conducted on conflict in the workplace. It includes a discussion on the cost of workplace conflicts, the causes, and the level of conflict-resolution training of most employees. In addition, it highlights the approach to conflict in nine different countries, analyzing key similarities and differences.
     Conerly, K., & Tripathi, A. (2004). What is your conflict style?Journal for Quality & Participation, 27(2), 16-20.
Retrieved from Business Source Complete database.
This article offers a self-assessment of your personal approach to handling conflict. The authors state that the reactions you receive from others, both positive and negative, can be attributed to the style with which you deal with interpersonal problems. The purpose of this article is to highlight the strengths and weaknesses of your conflict style and offer strategies for improving your relationships.
     Schaubhut, N. A. (2007). Technical Brief for the Thomas-Kilmann Conflict Mode Instrument: Description of the updated normative sample and implications for use. Consulting Psychologist Press. Retrieved from
http://www.psychometrics.com/docs/tki%20technical%20brief.pdf

This article describes an updated normative sample taken for the Thomas-Kilmann Conflict Mode Instrument and highlights attempts to include a broader spectrum of demographics in their sampling.
     Trainer, J. (2010). Thomas-Kilmann Conflict Mode Instrument: Profile and interpretive report. CPP Inc. Retrieved from
https://www.cpp.com/Pdfs/smp248248.pdf

This selection provides an overview of the five conflict styles analyzed by the Thomas-Kilmann Conflict Mode Instrument and provides examples to help understand the scores obtained from the instrument
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Workplace Conflict

Unfortunately, workplace conflicts are present in most professional environments. From the officemate who lacks respect for your personal property to the boss who makes harsh demands without giving due credit, nearly everyone can share a story about situations or individuals that have contributed to stress and contention in the office. Take a moment to reflect on your own workplace as well as other places you might have been employed. What kinds of conflicts occur there and how difficult is it to identify the causes of these conflicts?

As you review the Learning Resources this week, continue your research in the Walden University Library, and prepare your Discussion posting, contemplate the following.
    
     What factors contribute to the escalation of organizational conflict?
    
     What are the potential warning signs?
    
     How do you identify the real source or nature of the conflict?
    
     What seems to be the best approach to conflict within your organization?
    
     How will you determine if the real conflict has been resolved?
Note: You do not need to directly answer these points in your Discussion post as they serve only to begin your thinking process; however, you must explain your reasoning as you formulate your formal response.

Now Post by Wednesday January 09, 2013 a cohesive response that addresses the following:
    
     1. In the "Workplace Conflict" report, there is a description of the monetary costs of conflict. Among the facts presented, which do you consider the most important and why?
    
     2. Identify other possible non-monetary costs of conflict, offering specific examples from your own experience, when applicable.
    
     3. The "Workplace Conflict" report states that the majority of employees consider conflict management as a responsibility shared by all parties, both in preventing and resolving disputes. Does your organization reflect this attitude? Do you agree that everyone should have an equal role, or do you think the manager should have a more prominent role? How do you define the manager's role in handling conflict and in helping others to do the same?
    
     4. Validate your reasoning using resources available in the classroom and through your own research in the Walden University Library.
Be sure to support your work with specific citations from this week's Learning Resources and any additional sources.

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