Conflict Management Styles

Following an emplyee "satisfaction" survey issues surfaced about percieved favoritism, and unfair promotional practices. The department manager who had an authoritarian, style that was percieved as cold and efficient, convened a "communication team" to address these issues. Employees were informed that they had been designated to participate by email, but had no input about agenda items, team structure or processes. At the first meeting we were presented with a list of agenda items such as improving the department morale, increasing motivation, and resolving any tensions that inhibit the smooth functioning of the department. The group would have 4 one hour sessions to devise solutions to these problems and plans to implement them. After the manager walked out, there was stunned silence. Needless to say, this dominant conflict management style (p. 291) was not conducive to resolving the overarching and fundamental issues we were tasked with. Because the outcome was a forgone conclusion, the group fell apart in a few weeks, as issued continued to simmer under the surface.