How are

you?
 Conflict Management
and Appreciative Inquiry
Discussant:
Eman A. Lachica, PhD
Education Program Specialist II-HRD
Misamis Oriental Division
Objective:

To discover and
define what is conflict
management, the 5
conflict management
styles, how to manage
conflict, and
appreciative inquiry.
CONFLICT
MANAGEMENT

• An essential aspect
of being a good
leader is
understanding how
to manage conflicts.
 CONFLICT MANAGEMENT
• Conflict management is the practice of being
able to identify and handle conflicts sensibly,
fairly, and efficiently. It is the process of
dealing with (perceived) incompatibilities or
disagreements arising from, for example,
diverging opinions, objectives, and needs.
• Since conflicts in a business are a 
natural part of the workplace, it is important
that there are people who understand conflicts
 and know how to resolve them. This is
important in today's market more than ever.
• Everyone is striving to show how valuable
they are to the organization they work for and
at times, this can lead to disputes with other
members of the team.
The 5 conflict
management styles
• When it comes to conflict, there
is no one solution that will work
in all situations. Each situation
will be different, from the trigger
of the conflict to the parties
involved.
• A school leader skilled in
conflict resolution should be able
to take a birds-eye view of the
conflict and apply the conflict
management style that is called
for in that specific situation.
 1. Accommodating
• This style is about simply putting the other
parties needs before one's own. You allow
them to ‘win’ and get their way.
• Accommodation is for situations where you
don’t care as strongly about the issue as the
other person, if prolonging the conflict is not
worth your time, or if you think you might be
wrong. This option is about keeping the
peace, not putting in more effort than the
issue is worth, and knowing when to pick
battles.
• While it might seem somewhat weak,
accommodation can be the absolute best
choice to resolve a small conflict and move
on with more important issues. This style is
highly cooperative on the part of the resolver
but can lead to resentment.
Accommodating
Pros: Small disagreements can be handled
quickly and easily, with a minimum of
effort. Leaders can build a reputation as an
easygoing person, and employees will know
that they can speak their mind about
problems without reprisal.
Cons: Leaders might be viewed as weak if
they accommodate too often. Using this
technique with larger or more important
issues will not solve any issues in a
meaningful way and should absolutely be
avoided.
Accommodating
Example:
In a school meeting, the colors for the
Brigada Eskwela design are being
discussed. Raymond is adamant that
choice A is the best choice. Gina thinks
that choice B is slightly better, but
decides to let Raymond choose the
colors, to avoid arguing about two
choices that she thinks are both fine.
 2. Avoiding
• This style aims to reduce conflict by ignoring it,
removing the conflicted parties, or evading it in
some manner. Team members in conflict can be
removed from the project they are in conflict over,
deadlines are pushed, or people are even
reassigned to other departments.
• This can be an effective conflict resolution style if
there is a chance that a cool-down period would
be helpful or if you need more time to consider
your stance on the conflict itself.
• Avoidance should not be a substitute for proper
resolution, however; pushing back conflict
indefinitely can and will lead to more (and bigger)
conflicts down the line.
Avoiding
• Pros: Giving people time to calm down
can solve a surprising amount of issues.
Time and space can give a much-needed
perspective to those in conflict, and some
issues will resolve themselves. Leaders
show that they trust employees to act like
adults and solve issues.
• Cons: If used in the wrong situations, this
technique will make conflicts worse.
Leaders can seem incompetent if they
overuse avoidance because employees will
think that they are incapable of handling
disagreements.
 Avoiding
Example:
Jake and Amy have been
collaborating on the new Early
Registration design for weeks. The
deadline is looming and they are
increasingly unable to agree on changes.
The deadline is pushed back and
they both are given the day to work on
other programs. The space to take a
break from each other, as well as the
extra time to complete their program,
allows them to cool down and resume in
a more collaborative mindset.
3. Compromising
• This style seeks to find the middle ground by
asking both parties to concede some aspects of
their desires so that a solution can be agreed upon.
• This style is sometimes known as lose-lose, in that
both parties will have to give up a few things in
order to agree on the larger issue. This is used
when there is a time crunch, or when a solution
simply needs to happen, rather than be perfect.
• Compromise can lead to resentment, especially if
overused as a conflict resolution tactic, so use
sparingly.
 Compromising
• Pros: Issues can be resolved quickly, and the
parties in conflict will leave understanding
more about the other person’s perspective.
Compromise can set the stage for
collaboration down the road and allows both
parties to feel heard. School Leaders using
this tactic are seen as facilitating agreement,
being hands-on and finding solutions.
• Cons: No one leaves completely happy. In
some cases, one side might feel as though
they sacrificed too much and be unwilling to
compromise again in the future. School
Leaders who rely on this technique will burn
up their employee's goodwill and be seen as
unable to execute collaboration.
Compromising
Example
Rosa and Tulomio are in-charge of
the virtual reading carousel budget
for the next quarter. Rosa wants to
hire a full-time social media person,
while Tulomio wants to increase
targeted digital ads.
A compromise is reached by hiring a
social media person to work part-
time, with the remainder of the
budget being spent on virtual reading
carousel.
 • This style rejects compromise and
involves not giving in to others
4. Competing viewpoints or wants.
• One party stands firm in what they
think is the correct handling of a
situation and does not back down
until they get their way.
• This can be in situations where
morals dictate that a specific
course of action is taken, when
there is no time to try and find a
different solution or when there is
an unpopular decision to be made.
It can resolve disputes quickly, but
there is a high chance of morale
and productivity being lessened.
• Note: This is not a style that
should be relied upon heavily.
4. Competing
• Pros: School Leaders using this style show
that they are strong and will not back down
on their principles. Disputes are solved
quickly, as there is no space for any
disagreement or discussion.
• Cons: School Leaders using this style will
be seen as unreasonable and authoritarian.
Handling conflicts by crushing any dissent
will not lead to happy, productive
employees, nor will it lead to finding the
best solutions in most cases.
 Example:
Sophia is the head of her department. Within her staff, she has been dealing
with several conflicts. First, Paul and Kevin could not agree on where to hold
the annual team-building activity, she stepped in and decided that the
department would do an escape room.
Second, Cecile and Eduardo have been fighting over which one of them will
have to deal with a particularly difficult client. Neither wants to put in the time
and effort and has been arguing that it is the other’s job to deal with it. Sophia
decides it is Cecile’s job to handle the client, even though it arguably could be
person’s job.
Third, Alex has come to Sophia several times, asking for permission to change
the management of a project that he is running. He thinks that the changes he
proposes will make the project much more successful. Sophia will not budge
on the way the project is run and tells him to get the job done the way she has
ordered him to.
As you can see, in the first example, Sophia made a quick decision to stop a
small conflict from escalating or wasting more time. This is an appropriate use
of this style.

In the second decision, while she solved an issue, she created another one:
Cecile is now resentful. Especially in cases where a boss favors an employee,
this type of unilateral decision making will lead to angry employees.

In the third situation, Sophia should not have used the competing style. Not
only is Alex now upset that he is not being heard, but Sophia is also missing an
opportunity to improve the project.
 5. Collaboration
• This style produces the best long-term
results, at the same time it is often the most
difficult and time-consuming to reach.
• Each party’s needs and wants are
considered, and a win-win solution is found
so that everyone leaves satisfied. This often
involves all parties sitting down together,
talking through the conflict and negotiating
a solution together.
• This is used when it is vital to preserve the
relationship between all parties or when the
solution itself will have a significant impact.
Collaboration

• Pros: Everyone leaves happy. A solution that

actually solves the problems of the conflict is
found, and the manager who implements this
tactic will be seen as skilled.
• Cons: This style of conflict management is
time-consuming. Deadlines or production
may have to be delayed while solutions are
found, which might take a long time,
depending on the parties involved and can
lead to losses.
Collaboration

Example
Teresita and Janet are leading the design of
a new ICT prototype. They are having
difficulties, as Teresita wants to incorporate
a specific set of features. Janet wants to
incorporate a different set of features.
To reach a solution, they sit down, talk
through each feature, why it is (or isn’t)
important, and finally reach a solution,
incorporating a mix of their features and
some new ones they realized were
important as they negotiated.
 How to
manage
conflict?
How to manage conflict?
1. Be calm and try to
establish a dialogue
Remaining calm is a staple of any
successful conversation, especially if
you’re dealing with contentious issues.
When you’re managing conflicts within
the workplace, your demeanor is the first
step, how you bond with those dealing
with conflict is the next.
 2. Don’t take any sides
Any conflict can cause hostility, and it’s important to show
How to manage that you’re a neutral third party. While maintaining a calm
conflict? demeanor, you should also be careful not to show either
party preference.
 How to manage conflict?
3. Investigate the origins and
source of the conflict
This can certainly be one of the most
difficult aspects of managing conflict in the
workplace. As with any disagreement, chances
are that every person involved has their own
perspective on what happened, and who is right.
The really difficult task behind this isn’t
necessarily defining the action that caused both
parties to hit a boiling point- rather, it’s
determining what the true issue at hand is, and if
there are other things that have led this one point
to become a large issue.
How to manage conflict?
4. Talk to both sides
For this step, you should talk to both parties
separately, in a private place where you won’t be
overheard.
Depending on what each party says started the
conflict, you may even need to circle back to clarify
some parts of the story.
Sometimes you can speak to both parties together,
although it’s best to avoid an initial discussion with
both people at once. People may not feel comfortable
speaking openly with the other person in the room.
How to manage
conflict?
5. Identify how the problem can be
solved
After finding the true origins of the
conflict, you need to search for a solution.
In an ideal situation, you can find a
solution that suits each party equally well. For
instance, if both parties are arguing over desk
space, consider moving their placement in the
office for an easy resolution. In this case, both
parties are expected to move, so neither person
feels as though they’re singled out.
 How to manage
conflict?

6. Try to find a common goal and agree on the

solution
While it’s your job to determine the
solution, you still need each party to agree to
the solution.
This may involve you explaining the
benefits of the agreement if one employee is
more reluctant. However, as long as you find a
fair solution, it should be possible to reason
with each party and get them to agree to move
forward and work toward a common goal.
 How to manage
conflict?
7. Review how the agreed
decision was implemented
Now you can gather both
parties together and discuss the
action everyone will take to
resolve the conflict.
It should now be clear what
is expected of each party, and
why the decision is made.
 How to manage
conflict?
8. Find how to avoid such
conflicts in the future
Every conflict is an
opportunity to learn, and to
create a better workplace for
tomorrow.
The solution you find to
avoid future conflicts will
depend heavily on the conflict
you just helped resolve.
References
Don Hellriegel, John W.Slocum, Jr., and Richard W.Woodman, Organizational
Behaviour, 5th ed., West, St.Paul, Minn, 1989.
Luthans F, Organisational Behaviour, IRWIN/McGRAW-HILL 1998
Resolving Conflict Constructively and Respectfully – Tips on how to manage
and resolve  conflict in a positive, respectful, and mutually­beneficial way. (Ohio State
University  Extension)
How to Resolve Conflict – Advice on resolving differences and managing conflict
between  individuals, small groups, and organizations. (Roger Darlington)
Effective Communication – Article on the art of listening in conflict resolution.
Includes tips on  how to make your point effectively and negotiate conflict in
principled, positive way. (University of Maryland)
Jeanne Segal, Ph.D., Melinda Smith, M.A., and Jaelline Jaffe, Ph.D., contributed to this
article. Last modified: September 2009.
Appreciative Inquiry
Ap-pre’ci-ate,v. 1. valuing; the act of
recognizing the best in people or the world
around us; affirming past and present
strengths, successes, and potentials; to
perceive those things that give life (health,
vitality, excellence) to living systems 2. to
increase in value, e.g. the economy has
appreciated in value. Synonyms: VALUING,
PRIZING, ESTEEMING, and HONORING.

In-quire’ (kwir), v., 1. the act of exploration

and discovery. 2. To ask questions; to be
open to seeing new potentials and
possibilities. Synonyms: DISCOVERY,
SEARCH, and SYSTEMATIC
EXPLORATION, STUDY.
Appreciative Inquiry
Appreciative Inquiry (AI) is a strengths-based, positive approach to
leadership development and organizational change.

AI can be used by individuals, teams, organizations, or at the

societal level; in each case, it helps people move toward a shared
vision for the future by engaging others in strategic innovation.

Appreciative Inquiry is an asset-based approach to organizational

and social engagement that utilizes questions and dialogue to help
participants uncover existing strengths, advantages, or
opportunities in their communities, organizations, or teams.
The Origins of Appreciative Inquiry
• Originally proposed by David Cooperrider and Suresh Srivastva
 in 1987, Appreciative Inquiry is a theory, methodology, and
process of organizational and social change that has given rise over
the past few decades to a global network of researchers,
practitioners, trainers, and consultants. Appreciative Inquiry—or AI
as it is commonly known—grew out of the fields of organizational
management, development, and action research, but it has since
evolved into a process that is widely used and adapted by
engagement professionals and facilitators.
• After twenty-five years of experience and innovation, AI has
emerged as one of the most refreshing strategies for enhancing
organizational and community life. Academic and professional
literature has proliferated. There is an ongoing online discussion
group with more than 2,000 members; a practitioner’s journal;
international conferences around AI; and an enormous research-
oriented, practice-sharing web page, the “AI Commons.”
What makes Appreciative Inquiry different
from other organizational change models?

AI distinguishes itself from other organizational

visioning and change models by focusing on the best
of what is and using this as a platform to build future
directions. While many traditional methods begin by
focusing on pitfalls and problems, Appreciative
Inquiry asks people to explore strengths and successes
that already exist, both internally and externally. This
positive approach leads to extraordinary performance
by reinforcing relationships and culture, creating
common vision and direction, promoting learning and
innovation, and energizing collective action.
 What are the
components of an
Appreciative Inquiry
process?
Whether you’re using Appreciative Inquiry one-on-one, or with 1,000
people, the AI process will follow four distinct phases, called the 4-D
Cycle:

• Discovery: participants explore “the best of what is,”

identifying the organization’s strengths, best practices, and
sources of excellence, vitality, and peak performance.
• Dream: participants envision a future they really want – a
future where the organization is fully engaged and successful
around its core purpose and strategic objectives.
• Design: participants leverage the best of what is and their
visions for the future to design high-impact strategies that
move the organization creatively and decisively in the right
direction.
• Destiny (sometimes also called Deploy): participants put the
strategies into action, revising as necessary.
Three concepts form the foundation, sometimes called the “three-
legged stool” of Appreciative Inquiry: appreciation, inquiry, and
wholeness.
• Appreciation: To appreciate is to recognize the best in people,
or the world around us. Appreciative Inquiry draws on the
strengths of individuals and organizations. These strengths
become the foundation on which the future can be built.
• Inquiry: To inquire is to ask questions. The 4-D Cycle invites
participants to ask questions so they can learn from one
another, and together identify a shared vision of the
future. Participating in an AI process requires an attitude of
curiosity and a hunger for discovery.
• Wholeness: The final AI tenant of wholeness encourages
participation from all levels of an organization, knowing that
the best ideas often emerge from unexpected places.
Additionally, AI encourages seeking outside perspectives. It
is a whole-system process.
References
• Bushe, G. R. (2012). Foundations of appreciative inquiry: History, criticism and potential. AI
Practitioner, 14(1), 8–20.
• Bushe, G. R. (2011). Appreciative inquiry: Theory and critique. In Boje, D., Burnes, B. and Hassard, J.
(Eds.). The Routledge Companion To Organizational Change (pp. 87–103). Oxford, UK: Routledge.
• Bushe, G. R. & Kassam, A. F. (2005). When is appreciative inquiry transformational? A meta-case
analysis. The Journal of Applied Behavioral Science, 41(2), 161–181.
• Center for Appreciative Inquiry. Generic process of appreciative inquiry. Retrieved from 
centerforappreciativeinquiry.net/more-on-ai/the-generic-processes-of-appreciative-inquiry.
• Cooperrider, D. L. & Srivastva, S. (1987). Appreciative inquiry in organizational life. In Woodman, R.
W. and Pasmore, W.A. (Eds.), Research in Organizational Change and Development, 129–169.
Stamford, CT: JAI Press.
• Coopperrider, D. L., & Whitney, D. (2001). A positive revolution in change. In D. L. Cooperrider, P.
Sorenson, D. Whitney, & T. Yeager (Eds.), Appreciative Inquiry: An Emerging Direction for
Organization Development (pp. 9–29). Champaign, IL: Stipes.
• David Cooperrider and Associates. What is appreciative inquiry? Retrieved from 
davidcooperrider.com/ai-process.
For us to be valued by our clienteles and
constituents, let us always involve them in
decision making, policy making, and planning
because this is a shared
responsibility, accountability,
and a collective effort.