conflict manager® rol

 1) Management Grid Model: 

In the early 1960s, Robert Blake and Jane Mouton developed what is today known as the "Managerial Grid or Leadership Grid." The model is based on two dimensions of behavior:

Concern for people is the degree to which a leader considers the needs, interests and areas of personal development of team members when deciding how best to perform a task.

Concern for production is the degree to which a leader emphasizes specific objectives, organizational efficiency and productivity when deciding what is the best way to perform a task.

Hence, five leadership styles emerge:

1-The indifferent (previously called impoverished) style,

2- The accommodating (previously, country club) style,

3- The dictatorial (previously, produce or perish) style

4- The status quo (previously, middle-of-the-road) style

5- The sound (previously, team) style, there has been a lot of research on the role of Leader in the organization.

Best practices in achieving "Transformational Leadership", is defined by the ability to lead a team and its members to rise above their immediate needs and interests, to achieve genuine and committed contribution at a personal and group level aligned with the objectives of the organization.

2) Kenneth Thomas and Ralph Kilmann based their conflict style inventory on the Managerial Grid model developed by Blake and Mouton. They developed the Thomas-Kilmann Conflict Modes Instrument (TKI) that assesses the behavior of the individual in this situation and from there they describe the behavior of the person according to two basic dimensions: 

1- Assertiveness, the extent to which the individual attempts to satisfy their own concerns and, 

2- Cooperativeness, the extent to which the individual attempts to satisfy the other person’s concerns.

These two basic dimensions of human behavior can then be used to define five different modes for resolving conflict: Competing, Accommodating, Avoiding, Collaborating, Compromising.

It is in the brief description of this scenario that the profile of the CONFLICT MANAGER® begins to emerge as an opportunity for the organization, from senior management down, to promote the tools that enable us to diagnose, approach and resolve the conflict. 

A Conflict Managers principal function is based on the diagnosis, evaluation and implementation of proposals that allow the members of the organization to either reevaluate situations, or forging agreements that result in improved communication structures. 

Not only does the Conflict Manager have the ability to observe conflicts from the perspective of the expert in resolution, but also trains the leader of the organization to utilize specific tools and know-how so they may become self-sufficient in addressing the leadership model required.

Education in conflict management must come from the new hierarchical structures, based on the multiple interactions people have with each other when they share their talent and knowledge in an open and transparent way.

Another fundamental aspect of the Conflict Manager’s work is to foster peer-to-peer relationships among members, where conflict management is not exclusive to one department, but instead is shared by the entire company.

Because conflicts exist in all human interaction and processes regardless of the degree of hierarchy, type of company or industry, and as such, can effect either a positive or negative impact on the organization, to the extent that there are professionals drawing on a specific set of tools, trained to deal with conflicts.