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Efective Conict Management:Use O Behavior Style Model

PRESENE! B": N#$%# &'#N

S'#'"#R 'USS#$N

S'#&$%# #&B#R

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ERUM MEMON

#REEB# M#NSOOR

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$NRO!UC$ON The purpose of this analysis is tointroduce the concept of behavioral styleas a tool where by manager can more

eectively manage conict within theirorganization.

An understanding of behavioral style thereby provides a basis for visualizing personal

strengths and weaknesses of individuals,and procedures for dealing with high stressin organizational relationship.

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N#URE O) CON)%$CConict arises due to a variety of

factors , indiviuals dierences in

goals ,epectations ,values ,proposed and suggestion how to besthandle a situation are unavoidable.

 Traditionally , conict with in anorganization has been seen as a signof a problem.

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# C#SE O) S$U#$ON!eorge "ensley ,recently appointed

president and chief eecutive o#cer of

intertrak .com , $td.CONCEP O) BE'#*$OR#% S"%E

%lending the thoughts of several

scholars , these behavioral styles maybe referred to as & relater , analyzerand director.

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M#+OR $NER#C$*E

!$MENS$ONS The determination of behavioral style is based

almost eclusively on observable data from

human interactions.'esearchers largely agree that twodimensions of interactive behavior .

(. Assertiveness

). 'esponsiveness

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Basic behavioral styles and

communication orientation

• Process,oriented analyzers prefer logical, systematicconversations, not spontaneous o*the*cu reactions.Analyzers are the conservatives of an organization,communicate accordingly.

• #ction,oriented directors usually have short attentionspans, tend to interrupt the conversations of others, and tryto avoid small talk. They would rather meet in an ad*hocfashion than sit through formal meetings. +irectors areusually the doers of an organization n and are generallyuncomfortable with those who are not.

• $dea,oriented socializers are imaginative, full of ideas,and sometimes di#cult to understand. They like tochallenge people around them, which may account for whytheir interpersonal communication skills are often not as

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rimary backup styles

• %ackup behavioral styles come into focus as

responses to high levels of stress and conictwithin the dynamics of an organization. %ackup

behaviors are usually counterproductive for the

individuals using them and are very trying on

interpersonal relationships.

• %ackup behaviors oer a way of focusing on

personal needs and relieving tensions.

• %ackup behaviors are not the only ways to relieve

stress, but they re-uire little initial eort and

often provide -uick relief. hen an individual

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rimary backup styles

 The rigid backup behavioral styles are often a

response more to pressures inside the person

than to the interpersonal situation.

backup behaviors are usually inappropriate to

personal interaction and eective conict

management within an organization. /n fact, the00my*way*not*your*way11 or 00my*way*or*the*

highway11 aspect of backup behavior can produce

ma2or strains on interpersonal relationships.

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/nteractive +imensions

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3T4$53 /T"/6 7'!A6/8AT/763

 According to management consultant eter

+rucker 9(:;, management tasksre-uire at least four dierent kinds of humanbeings&

the people person 9relater>,

the thought person 9analyzer>,

the action person 9director>,and the front person 9socializer>.

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A6A$485'3uch individuals contain their emotions and tend

to reach conclusions slowly. They gather facts,ask -uestions and study data.

 They also tend to be cautious about etendingfriendship and showing personal warmth.

 Analyzers are sometimes thought of as detailpersons, as individuals who are more interested

in 00getting it right11 than in meeting deadlines,more concerned with consistency than withecitement and, because of this, often contributeto conict in interpersonal settings.

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+/'5CT75'?3 3T4$5 They typically know what they want, where

they are going, and how to get there -uickly.%ecause directors push for concrete resultsrather than necessarily pleasing people,

 They sometimes appear cold, indierent andsomewhat autocratic, and thereby may oftengenerate ecessive levels of interactiveconict within organizations

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3T'56!T"3 7@ %5"A/7B' 3T4$5#naly-er  tend to take precise, deliberate and

systemic approach to their work. Analyzer arealso ob2ective and well organized.

!irectors are often pragmatic,result oriented,ob2ective and competitive.

Relaters are genial team players who likestability more than risk. And who generally care

about relationships with others.Sociali-er tend to look at a big picture, often

take fresh, novel and creative approaches toproblems and are willing to take risk.

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eakness of behavior

stylesA ma2or cause of failure occurs when a manager1sstrength is allowed to become a weakness. Theoveretension of one1s strength, such as in some

conict situations, may therefore lead tomanagement ineectiveness.

 Thus, a relater1s supportiveness can be a weaknesswhen a course of action that could have a negativeimpact is not challenged.

 An analyzer1s -uest for -uality may become aliability when additional time is devoted to low*priority items while more important matters are leftunattended.

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ay to minimize

weakness7ne way to minimize or oset their

weaknesses is to ensure that themanagement team is composed of individualswhose dominant behavioral styles representthe entire grid, and there is a willingness onthe part of all members of the team to worktogether for the benet of the organization as

a whole.

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 e/

 The concept of behavior style and theconsideration of its elements are useful inhelping to understand one1s self and theinteractive behavior of others, particularlywithin the arena of conict management.

3tyle e provide a way of interacting andcommunicating within another person1scomfort zone without losing one1s integrity

or naturalness of epressions.

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Contin0ed These include accenting common behaviors,

eing form his own style, increasing ordecreasing assertiveness as appropriate,

increasing or decreasing responsiveness asappropriate or eing to the specicbehavioral styles of the vice president.

@le not simply eing towards another

person1s style but as eing away from one1sown style.

5ach style tends to have at least one ma2orweakness and awareness of its weaknessmay enable an individual to ad2ust away from

t

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e/ ng rom a .art c0 ar1ehavioral style

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concl0sion

 The behavioral style model can be a veryimportant 'eference point in conictmanagement.

 To incorporate behavioral style in conict

management, the idea is neither to changeone1s basic behavioral style nor to imitatethe other person.

/n the case of /ntertrack.com limited suchComplementary resolved the conictbetween resident EC57.

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/n addition, the strengths and weaknesses of the

 arious behavioral styles provide bases for further

research on 5ective conict management between

and Among individuals with dierent styles.

we strongly recommend the use of behavioral style as

a means for addressing conict management in

various

7rganizational 3ettings that cross*cultural boundaries.