1. The Director’s Style The Director’s Style
Strengths Cautions
 Useful when quick, decisive action is  Little new information or options are
important generated
 Helps team tackle unpopular or  If overused, damages relationships
controversial issues  Can force premature resolution before
 Important when ethical issues are at all options are explored adequately
stake
The Analyzer’s Style The Analyzer’s Style
Strengths Cautions
 Thoughtful, doesn’t rush to judgment  Issues fester and do not get resolved
 Delays action when emotions are too  Doesn’t help the team tackle important
strong issues
 Accepts the situation when you don’t  May withhold input or information the
have the power to change it team needs
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2. The Collaborator’s Style The Collaborator’s Style
Strengths Cautions
 Gains true commitment to solutions and  Can create paralysis and frustration
agreements trying to build a consensus solution
 Merges a diversity of views to get the  Team must have time to work the issue
best decision  Learning and insight can become more
 Helps team address the deeper issues important than resolving conflict
The Harmonizer’s Style The Harmonizer’s Style
Strengths Cautions
 It is important to maintain good  Can appear weak and not committed to
relationships own point of view
 The other person’s ideas or concerns
 Desire for harmony can outweigh
are more important than your own
getting the best decision
 Demonstrates the importance of
listening to others and valuing their  Can be too quick to give up and agree
points of view
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3. Healthy Conflict Resolution Examples of Ground Rules for
in Teams Conflict Resolution
 A desire for  Acceptance of  Deal with realistic  Express feelings
resolution, not a conflict as natural issues we can solve respectfully
desire to win rather than good or  No labeling or  Keep humor
 Expression and bad insulting appropriate
acceptance of  Everyone takes
 Willingness to take
feelings responsibility for  Use “I” statements
time to resolve
 A climate of mutual creating, promoting,  Use specific
issues
trust or a desire to or allowing the examples
establish trust conflict
 Take issues directly
to the source
Final Reminders
 Be careful about the assumptions we make
 Be aware of the difference between
IMPACT – INTENT
 Resolving conflict is not about blame
 START WITH MYSELF
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