Today I am studying Item 1.3B - Knowledge of conflict management techniques, which is part of Collaboration and Leadership in the Building Personal Capability category
These are notes, so expect typoz.
Generally speaking, I think the ATD BoK is going to be the go-to resource on this one. Has very useful and applicable in formation. I have thrown in a few other items from resources in the Conflict and Communication course I teach, which I think may be useful.
Thomas-Kilmann All the Time
I highly suspect there will be questions related to this model. It leads in the ATD BoK and was in the assessment/practice exam. It is the most recognized model.
From Wilmot & Hocker's Interpersonal conflict (pp. 165-168):
Integrating, or collaborating, demands the most constructive engagement of any of the conflict styles. Integrating shows a high level of concern for one's own goals, the goals of others, the successful solution of the problem, and the enhancement of the relationship. Note that integrating, unlike compromise, involves not a moderate level of concern for goals but a high level of concern for them. Integrating is an invitation to the other's so the two of you can reach a joint resolution. A collaborative conflict does not conclude until both parties are reasonably satisfied
and can jointly support a solution.
Integrating is characterized by statements such as "When I get in conflict with someone, I try to work creatively with them to find new options" or "I like to assert myself, and I also like to cooperate with others."
Research on the effect of an integrating style is quite consistent-when one learns how to use it, integrating is a successful tool for conflict management (Kuhn and Poole 2000). Integrating results in joint benefit and provides a constructive response to the conflict. Collaborative styles in a variety of con texts result in better decisions and greater
satisfaction with partners (Sillars 1980; Wall and Galanes 1986; Tutzauer and Roloff 1988; Pruitt 1981; Gayle-Hackett 1989b). Cooperative styles allow conflict parties to find mutually agreeable solutions, whether the conflict occurs in an intimate or work situation.
LEADING STRATEGIC CONVERSATIONS
An overarching theme in the 1.1 to 1.3 capabilities that I have observed this far is KSAs needed to have strategic conversations. As such, here are some useful notes I found in Daft's The Leadership Experience (pp. 266-269), along with some pictures of useful.
A strategic conversation refers to people talking across boundaries and hierarchical levels about the group or organization's vision, critical strategic themes, and the values that can help achieve desired outcomes.
Core Concerns Framework
The Core Concerns Framework provides a system for dealing with the emotional dimension of conflict resolution.
• Appreciation (recognition of value)
• Autonomy (freedom to feel, think, take action , or decide)
• Affiliation (emotional connection to others)
• Status (standing compared to others)
• Role (effectiveness and meaningfulness of job label, designation of the person, and recognition)
Useful ATD Articles