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    Define accommodating in conflict

    Where commitment to mission and long hours with minimal resources intersect, nonprofit workplaces can be rife with conflict interchanges.

    Conflict can arise from managing differing perspectives and seemingly incompatible concerns.

    Experts agree that a number of conflict resolution styles exist (Bell 2002; Robin 2002; Wertheim 2002). Managers often have an innate preference for only one or two styles.

    This document presents five conflict resolution styles, illustrates how to use these conflict resolution styles strategically, and offers advice on the negotiation of conflict resolution.

    Hi Edward – Smoothing (also known as Accommodating) and Compromising are both conflict resolution techniques that can be used in different situations.

    Smoothing emphasizes the common interests of the conflicting parties and de-emphasizes their differences.

    As an executive director or manager, it is often your role to discern when a conflict is a normal part of the work day and work relationships or whether you need to engage an external alternative and/or refer to a more formal conflict resolution policy and procedure.

    According to Robin (2002), there are five conflict resolution styles: confront, compromise, collaborate, accommodate, and avoid. Think about times you have interacted with styles other than your own.

    Once the differences between these styles are identified, they can be managed, and the appropriateness of when to use them can be determined.

    Techniques should be evaluated and applied based on the own needs vs others needs • Collaborating – I win, you win • Compromising – Win some, lose some (You bend, I bend) • Accommodating – I lose, you win • Competing – I win, you lose • Avoiding – No winners, No losers In this post I am going to discuss the pros and cons of these techniques.

    • Leads to solving the actual problem • Leads to a win-win outcome • Reinforces mutual trust and respect • Builds a foundation for effective collaboration in the future • Shared responsibility of the outcome • You earn the reputation of a good negotiator • Collaborating may not be practical when timing is crucial and a quick solution or fast response is required • Requires a commitment from all parties to look for a mutually acceptable solution • The process takes lots of time and energy • Some may take advantage of other people’s trust and openness • Faster issue resolution.

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