Civil Engineering Reference
In-Depth Information
similar (and probably better) experience. All this results in a rather
one-sided conversation.
The key to effective communication is to establish clear, simple and
constant lines from the start, to recognise that face-to-face meetings are
twice as effective as the telephone and ten times as effective as the written
word, and to be prepared to really listen.
1.5.2
Personality
We are all different and we react to conflict or difficult situations in
different ways, depending on our personality. A lot of research has been
done on people's attitude to conflict. Thomas and Kilmann
3
developed
(in 1974, so it is well tried and tested) a model for explaining different
approaches to handling conflict. The premise is that each of us has a
preferred style of handling conflict - and that all of us can learn to
work outside our preferred style. This is a brief run through the five
personality styles.
Competing
Assertive and uncooperative; an individual pursues their own concerns
at the other person's expense. Useful when a quick decision is needed.
Not good for team-building.
Avoiding
Unassertive and uncooperative; an individual does not immediately
pursue their own needs or those of the other person. They do not tackle
the conflict. Useful if they are not the best person to solve the problem, or
when time is needed to change the situation. Not good when decisions
are needed, and can be frustrating to others.
Collaborating
Assertive and cooperative; explores positions to try to find a solution
that fully meets the interests of both parties. Requires trust and time.
Useful because this usually provides the best solution to a problem. Not
good when immediate decisions are needed, and can be frustrating for
people in other styles.
3
Thomas-Kilmann Conflict Mode Instrument (TKI).
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