Theories Of Handling Intrapersonal Conflict

The Social Style Theory originating from Psychologist David Merrill & Roger Reid utilizes factor analysis to point out 2-scales known as responsiveness and assertiveness. This leads to a model with 4-quadrants that point out 4-social styles. These are the Drivers, Analytics, Amiable, and Expressive.

The Deriver: these happen to be action & goal oriented. They react quickly and strive for goals. They are decisive, self-determining, disciplined, practical, as well as efficient. They normally utilize data and facts, speak & act faster, make direct eye contact, and lean forward. They have managed facial expressions and have a rigid body posture (Farrington, 2013).The Analytical: these concern themselves with being organized, equipped with facts,

It takes place within the mind of an individual. It psychologically involves the thoughts, principles, values, and emotions of an individual (Evans, 2013). Such conflict could occur in varied scales: from simpler ordinary ones, for instance, deciding what to eat to complex and major ones like choosing one’s career path. Handling intrapersonal conflict may prove to be challenging specifically if it is difficult for a person to decode their inner struggles. Intragroup Conflict: this occurs between individuals operating within a group. It occurs as a result of incompatibilities as well as misunderstandings between group members. Its onset is due to differences in ideas and views (for instance, in a presentation, team members could find the ideas of the presenter erroneous, as a result of their opinion differences), or interpersonal disagreements (for instance, members having varied personalities causing tension).Intragroup Conflict: this occurs as a result of misunderstandings between different organizational teams (Evans, 2013). An example would be the organization’s sale department disagreeing with the organization’s customer support department. It occurs due to different goal sets and interests of the different groups. Another factor that can lead to intragroup conflict is resource

The main question is what makes employees relate and respond better to some forms of environments and managers. Over the last decade, there has been a significant change in the dynamic between managers and employees. As a result, managers must do something to make sure that employees stay engaged. A decade ago, the relationship between the employee and the employers was one that saw employees execute orders given without questions. Today, things have changed. Employees no longer see themselves as inferior individuals whose job is to follow orders without a say. Employees are in search of organizations where they are able to build relationships over a long term. They would like to be viewed as partners rather than subordinates by managers (AnyPerk Inc., 2017). In the absence of such a partnership, there is a likelihood for employees to fall into the unengaged bucket of employees to their job. It is no longer a matter of executing orders and putting in the hours. They want to grow interested in what they do and believe that they making a contribution towards the bigger picture. It is their wish to help run the organization instead of being a cog in it.Best managers get to know the employees and strive towards making them feel accommodated (AnyPerk Inc., 2017). Employee engagement comes and stays when employees feel free to approach their managers with any form of a question. Such an