Because of our differences, we communicate, we are challenged, and we are driven to find creative solutions to problems. This skill focuses on staying mindful or aware of the organizational environment.
Such fundamental differences may affect both the ways in which the parties express themselves and how they are likely to interpret the communication they receive.
In general, if negotiators strive for using a collaborative style, they incorporate the relationship focus of an accommodating style, the assertiveness on own needs of a competitive style, the caution and observational skills of the avoiding style, and value maximization often neglected by the compromising style.
This creates a situation where conflict is inevitable. Collaborative negotiators focus on making sure all parties have their needs met in an agreement. For instance, in a conflict centered on bids by two alternative suppliers, the best choice might well be a competing strategy with a winner and loser.
Collaboration particularly works in a situation where it is important for the parties involved to agree and continue an amicable relationship. Economic downturns The world economy often takes unpredictable turns.
Such differences may blur meanings. This may simply be a false perspective, but even the slightest tint of favoritism for one employee over another can stoke the fires of conflict.
Since avoiders dislike conflict and struggle with direct communication, they come off as passive-aggressive.
It works very well in environments where collaboration is encouraged and the people involved already hold a high level of trust for each other. This skill provides the foundation for all parties to learn from and understand each other.
It is in this key respect that the collaborative mode of conflict management differs from the other four conflict-handling modes.