In the following will be scrutinized five concrete behavior patterns (typologies) that can come into play in touch with conflicts or negotiations. The tool is based on Thomas-Kilmann Conflict Mode Instrument (TKI). For the sake of clarity, the term ‘negotiation styles’ will be utilized throughout the rest of this article.
Self-management is about attitudes, qualities and the way we meet the outside world. Strong self-management has a direct effect on the ability to utilize own – and other’s – skills effectively and create common results.
As a follow-up on my blog post “Forget Disruption! Instead, focus on innovation and create results through good conflicts and innovation culture”, I think it could be interesting to give some examples of innovations that most of us know. Innovations that in many cases have been down to change the world.
Forget disruption! Instead, focus on innovation and create results through good conflicts and innovation culture
Most disruption consultants should stop talking and take action, and the words “disrupt or die” have been repeated several times. My message is: Forget disruption. Instead, focus on how you can create a foundation for innovation in your organization.
Constructive conflicts create innovation, propulsion and change. The project manager’s job is to ensure a good conflict environment, which prevents and handles unnecessary conflicts and promotes constructive disagreement.
Interpersonal relationships and the ability to work together are crucial to a project’s success. Understanding the intentions behind the behaviour of others can provide common ground for collaboration across national borders and cultural diversity.