Managing

Workplace
Conflicts
Effectively
Authors
Aaliyah Alvarado
Adner Rios
Chris Bonilla
Logan Gelzer
Mecca Kimbrough
Richard Pena
Sandro Alvarez

Objective: Utilizing the Five Factor Model of Personality, the objective of this workshop
is to manage different conflicts in the corporate work environment based on their
personality and conflict styles.
Workplace conflicts are inevitable especially in large-scale companies with
several employees. There are many different people who carry different personalities in
work environments. This training manual will teach you five main personalities, the five
conflict management styles, how they relate, and finally, techniques to manage workplace
conflicts effectively utilizing this knowledge.
To Begin visit the following link for a brief personality test:
http://psychcentral.com/personality-test/start.php

This personality test is categorized into five main personality types as follows:

According to the test, you are not limited to being one single type of personality but
instead it gives you a clear view of which personality you have a higher % in and which
isnt such of your specialty.

Extraversion - Energy, enthusiasm, sociable

Agreeableness - Altruism, helping others, affection, friendliness
Conscientiousness - Control, will, constraint, dependability
Neuroticism - Negative emotions, nervousness
Openness to Experience - Originality, culture, open-minded, intellect

The opposite of each personality:

If you are not extraverted introverted

If you are not open to new experiences closed-minded
If you are not conscientious disorganized
If you are not agreeable disagreeable
If you are not neuroticism emotional stability

Here is a more in depth description of each personality:

Openness to experience: (inventive/curious vs. consistent/cautious). Appreciation for
art, emotion, adventure, unusual ideas, curiosity, and variety of experience. Openness
reflects the degree of intellectual curiosity, creativity and a preference for novelty and
variety a person has. It is also described as the extent to which a person is imaginative or
independent, and depicts a personal preference for a variety of activities over a strict
routine. High openness can be perceived as unpredictability or lack of focus. Moreover,
individuals with high openness are said to pursue self-actualization specifically by
seeking out intense, euphoric experiences, such as skydiving, living abroad, gambling, et
cetera. Conversely, those with low openness seek to gain fulfillment through
perseverance, and are characterized as pragmatic and data-drivensometimes even
perceived to be dogmatic and closed-minded. Some disagreement remains about how to
interpret and contextualize the openness factor.
Conscientiousness: (efficient/organized vs. easy-going/careless). A tendency to be
organized and dependable, show self-discipline, act dutifully, aim for achievement, and
prefer planned rather than spontaneous behavior. High conscientiousness are often
perceived as stubborn and obsessive. Low conscientiousness are flexible and
spontaneous, but can be perceived as sloppy and unreliable.
Extraversion: (outgoing/energetic vs. solitary/reserved). Energy, positive emotions,
surgency, assertiveness, sociability and the tendency to seek stimulation in the company
of others, and talkativeness. High extraversion is often perceived as attention-seeking,
and domineering. Low extraversion causes a reserved, reflective personality, which can
be perceived as aloof or self-absorbed.
Agreeableness: (friendly/compassionate vs. analytical/detached). A tendency to be
compassionate and cooperative rather than suspicious and antagonistic towards others. It
is also a measure of one's trusting and helpful nature, and whether a person is generally
well-tempered or not. High agreeableness is often seen as naive or submissive. Low
agreeableness personalities are often competitive or challenging people, which can be
seen as argumentative or untrustworthy.
Neuroticism: (sensitive/nervous vs. secure/confident). The tendency to experience
unpleasant emotions easily, such as anger, anxiety, depression, and vulnerability.
Neuroticism also refers to the degree of emotional stability and impulse control and is
sometimes referred to by its low pole, "emotional stability". A high need for stability
manifests as a stable and calm personality, but can be seen as uninspiring and
unconcerned. A low need for stability causes a reactive and excitable personality, often
very dynamic individuals, but they can be perceived as unstable or insecure.
Itisimportanttofirstlearnyourpersonalitytypewhichhelpsdeterminethetype
ofpersonyouare.Everyoneisuniqueandknowingeachotherspersonalitywillhelp
increasecommunicationonalllevels.Nowthatwehavetouchedonpersonalitywewill
explorethedifferentconflictmanagementstyles.

VisitthefollowinglinkforabrieftesttodetermineyourConflictManagementStyle:
http://academic.engr.arizona.edu/vjohnson/ConflictManagementQuestionnaire/CMQResu
lts.asp
Nowthatyouhavefoundoutwhatyourconflictmanagementstylewewill
exploreeachtype.

Competing- Assertive, Win at all cost, Confident

Avoiding- Shy, Timid, Submissive
Accommodating- Selflessness, Assertive, Sacrificed
Collaborating- Team Player, Usually Win/Win
Compromising- Assertive, Cooperative

The table below shows each style and how assertive or unassertive and cooperative and
uncooperative each style is.

ItisimportanttolearnandunderstandeachConflictStyletobesuccessfulin
resolvingconflicts.Belowisadetailedexplanationofeachstyle.

Competing:Competingstyleisthestyleinwhichboththepositionandconcerns
oftheoppositionarecompletelyoverlooked.Themaingoalistowintheargument,and
submissivebehaviorwillshowcaseweakness.Ifyouusethisstyleyouhavenoregard
towardsthatpersonsfeelingsorhowitmayimpacttheirlife.Insteadonehasatough
luckmentalityThecompetingstyleisusedwhenthereislittlechanceofreachingany
sortofconsensusoragreement.Inordertousethisstyle,onemustbeconfidentintheir
abilitytoconvinceotherstoseeandacknowledgetheirdecisions.Thedownsideofthis
styleisthatitmayleaveothermembersoftheirgroupnotspeakingoraddressingany
opinionsduetothefactthattheywillthinktheywillbeignored.Peoplewhowilljust
agreetoeachandeverythingtheysaybestsurroundpeopleusingthisstyle.
Avoiding:Thegoaloftheavoidingstyleistoavoidmakingadecisionat
whatevercost.Itdoesnotmatterifeitheryoureconcernortheothersconcernsare
reached.Thisstyleisbestusedwhentheissueisofminimalimportance.Anavoiding
styleshouldbeusedsparinglyandonlywhensomethingisgoingtochange:you,the
otherperson,orthesituation.Becarefulwhenusingthisstyle,andonlyifyouarecertain
thatyouarenotusingitasamethodtopreventanargumentthatsboundtohappen.The
avoidingstyleishonestyonlyapostponingmeasureandifitsusedwaytoooftenyou
willbelabeledas'passiveaggressive'andthedecisionswillbemadewithoutyourinput.
Accommodating:Theaccommodatingstyleuseselementsofselflessness,sacrifice,and
lowassertiveness.Youarewillingtothrowawaybelievesinordertoachieveanendgoal
forthegroup.Itiscommontousethisstylewhentheproblemathandmeansverylittle
toyou.Aperfectexampleiswhenpickingamovietowatch;youmayjustsaythatyou
dontcare.
Collaborating:Thisiscalleda'win/win'strategy;thecollaboratingstylestrives
tomakesurethatbothsidesaresatisfied.Itneedsanopendiscussionofeverysingle
issue,searchingfordifferentsolutions,andagoodamountofbothhonestyand
commitmentfromalltheparties.Toensuresuccess,thecollaboratingstyleparticipants
needtobeabletobringupissuesinamethodthatisnonthreatening.Incollaboration,
bothsidesaretryingtofindawaytoreachasolutionwhichleaveseveryonesatisfied.
Thedownsideofthecollaboratingstyleisthatitisadifficulttasktoaccomplish.
Compromising:Compromisingstylepeopletendtobebothassertiveand
cooperative.Onewouldbeokwithgivingofftheirneedsinordertoassisttheotherside
toreacharesolution.Thisstyleisbestusedwhenbothpartiesareokwiththeideaof
compromisingandwanttoreachasolutionwhileatthesametimesavingtheir
relationship.Thelargestissuewithcompromisingbehaviorsisthatbothsidesinthisend
upgivingupmorethantheywantedwhichleavesneithersidecompletelysatisfiedwith
theending.Whencompromisingonemustmakesurenottogiveupsomethingthey
cannotbewithout.Eachsideusuallygoesinwithmoreextremedemandsbecausethey
expecttohavetogivesomeupasaresultofthisstyle.

It is much easier to see the presence of the personality traits within coworkers than it may
be to try to identify their respective conflict management styles; for this reason, we will
link the traits to the conflict styles, and not vice versa. In doing so, we would better
understand how to handle conflicting personality types in the workplace constructively
and not destructively.

Extraversion
Characterizedbyenergy,enthusiasm,andsociability.
Canbelinkedtothecompetingconflictmanagementstyle.
Thecompetingconflictmanagementstyleseesconflictinteractionasagameor
competitionwheretheobjectiveistowinandforyouropponenttolose.
Thepreservationoftherelationshipbetweenconflictingpartiesisnotapriority
forpeoplewithbigegoswhichtendtobeextravertedandcompetitiveinconflict
managementsituations.
Competingdoesntalwayshavetobeanegativething,sometimescompetingis
goodnatured,orisbeneficialtofindingthebestsolutionpossible.

Agreeableness
Distinguishedbyadesiretohelpothers,affectionandfriendliness.
Accommodatingorcompromisingconflictmanagementstyle.
Theaccommodatingconflictmanagementstylevaluesrelationshipsmuchmore
thantheydoactuallysolvingtheconflict.Morelikelytosimplygiveintothe
otherpersonsopinionsorrequestsbecausetheydontseeconflictassomething
worthfightingabout.
Thecompromisingconflictmanagementstyleinvolveswillingnesstomakea
sacrificetopleaseotherpartiesaslongastheyarewillingtogiveyousomething
youwantinreturn.

Conscientiousness
Characterizedbycontrol,will,constraint,anddependability.
Perfectmatchforthecollaboratingconflictmanagementstyle.
Thecollaboratingconflictmanagementstyleisfoundedbytheneedforopen
mindeddiscussionandwillingnesstofindasolutionthatbestfitstheconflict.
Duringconflicts,itiseasytogetsuckedintoouremotionsandlosetrackofour
goalsandthebigpicture.Thecollaboratingconflictstyledoesnottypically
sufferfromthisissuebecausecollaboratorstendtoremaingroundedand
levelheadedduringconflict.

Neuroticism
Involvesnervousness,anxiousness,andnegativeemotions.
Canbelinkedtoavoidingconflictmanagementstyle.
Oftentimes,thereasonwhypeopleavoidconflicttobeginwithisbecause
conflictinteractioncausesthemtofeelnegativeemotionssuchasfrustration,
anger,andanxiety.
Dependingonsomeonesmentalstateandsituationduringthetimeofconflict,
theymaybefeelingvaryingamountsofnegativeemotionsandnervousness.
Duringtimeswhereanormallycarefreepersonisfeelingveryonedgeand
anxious,heorsheisjustaslikelytoavoidconflictasapersonwhoconsistently
hashighlevelsofneuroticism.

OpennesstoExperience
Distinguishedby,culture,openmindedness,originality,andintellect.
Forthispersonalitytrait,peoplecanbeeithercompromisersorcollaborators.

Openmindednessandoriginalityaretraitsthattendtoleanmoretowardthe
collaboratingconflictmanagementstyle,whichthrivesoffofopenmindedness
andinnovation.
Thecompromisingconflictmanagementstylecouldalsoapplytotheopenness
personalitytraitbecausebybeingopentoexperienceandintellectual,onemight
ratherjustmeetinthemiddleandcompromiseratherthandraggingoutaconflict.

Nowthatwehavelearnedourpersonalityandconflictmanagementstyle,andhowthey
correlatewewillnowdiscusshowtobesuccessfulwhenworkplaceconflictsarise.
Whetherpartofyourpersonalityisbeingassertiveandtakingapermanentstandona
situation,orstayingbackandlettwoormorepartiesfindaresolutiontoanissue,conflict
willalwaysbeafactorthateveryonewillhavetofaceatsomepoint.Accordingtothe
DifferentiationandIntegrationModel,aconflictcanbebothproductiveanddestructive,
withthereactionsofthetwopartiesbeingtheforcesthatdrivewhethertheconflictwill
resolveornot.However,iftheclimateisstilluneasy,itcanprovidegroundforanother
typeofconflicttooccur.AsstatedbyRummelsFiveStageModel,acontinuouscycleof
conflictcanoccurifleftunchecked,orifthesolutionstillkeepsthepartiestensebetween
oneanother.Regardlessofwhattypeofconflictmayoccur,thereareafewtipsthatany
employercanuseintheworkplace,includingnewcomers,experiencedworkers,and
executive board members. Below are 5 tactics that can assist you in establishing
productiveconflictmanagementintheworkplace:

Knowthatconflictwillalwaysexist:Whetheritispersonalityconflictsortask
relatedconflicttiedtopersonality,knowthatproblemswillappearandplansmust
betaken.

Takecareoftheconflictatitsearlystages:Ifaconflictisleftuncheckedfora
longperiodoftime,itcanresultinhighescalationsoftensionbetweentheparties,
andthesituationwillneverberesolved.

Neverletemotionscreateyourfinaldecision:Havingemotionsinacertain
situationisokay,butitinterfereswithyourjudgment.Taketimetogatheryour
thoughtsbeforeasolutioncanbemade.

Makeexpectationsforoneanother:Havingasetofguidelinesforoneanother
willminimizethepotentialofanotherconflicttocomeabout.

Knowyourselfandyouremployers:Thetypeofpersonyouarewillinfluence
howyouinteract.Taketimetotalktoyournewemployeesorboardmembers
beforehandtoknowwhattypeofpersontheyare.
Inthismanual,wehaveexploredpersonalityandconflictmanagementtypes,discussed
thecorrelationbetweenthem,andproposedtechniquestohandleconflicts..Nextitis
timetoputthisknowledgetopracticewithsomereallifeexamples.

The following are a series of scenarios that could occur in the workplace.
1. One of your fellow employees is assertive and has a competitive conflict management
style. You have arrived late to work on a number of occasions and your employee had
to cover both her desk and yours. As you arrived, the worker tells you to stop arriving
late because she had to do more work to cover you. How would you handle this
conflict?
2.Imagine you have been working for a business for a few months. You believe that you
have done enough work to receive a raise in your wage. However, your boss takes strong
points and you might be nervous of how he might respond to your proposal. How would
you handle this situation?
3.Three executive board members are discussing plans of expanding a business overseas.
Imagine you are one of these three members. One calls that operations should be
expanded for a broader audience, and the other believes that it can be disastrous to the
business. As the third member, what would be the best option?
4.A deadline for a project is in two weeks. You have been assigned to moderate the
process, but know that it cant be done by the two weeks after receiving complications.
How will you explain the situation to your manager who believes in having things done
effectively and on time?
5.Imagine you are a supervisor. Two employers have had problems in the past, both
work-related and how they talk to one another, to a point of where the other sabotaged
ones work. As the supervisor, how will this conflict be handled?
Conflictsaregoingtoariseintheworkplace;itisanaturalpartofbeingahuman.
Thedifferencebetweensuccessfullymanagingtheseconflictsisimprovingyour
knowledgeofpersonalityandconflictstylestoimproveyourcommunicationwiththe
individualsorgroupswhereconflictarise.

Thefinalactivityforthistrainingworkshopistopromotefamiliaritywith
coworkersinsidetheworkplace.Havinggreaterfamiliaritywithoneanotherwillaidyour
abilitytohandleworkplaceconflictssuccessfully.

Activity
TwoTruthsandaLie
Getintogroupsofatleast4people.Takingturnseachpersonwilltelltwotruthsabout
themselvesandonelie.Eachothergroupmemberwillthenguesswhichofthestatements
isalie.Thisisafunactivitytogettoknoweachotherandalsoenhancecommunication.
Thisexercisealsoallowsyoutoanalyzetheirpersonalityandconflictstylestodetermine
whichstatementisalie.
Utilizingeverythingyouhavelearnedinthisworkshopyouwillnowbecomeanexpert
whenitcomestomanagingworkplaceconflictseffectively.

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