Sessions
What is Conflict?
Take the Test
DUTCH - Part 1
DUTCH - Part 2
DUTCH - Part 3
Yielding - Part 1
Yielding - Part 2
Yielding - Part 3
Avoiding - Part 1
Avoiding - Part 2
Avoiding - Part 3
Forcing - Part 1
Forcing - Part 2
Forcing - Part 3
Problem Solving - Part 1
Problem Solving - Part 2
Problem Solving - Part 3
Compromising - Part 1
Compromising - Part 2
Compromising - Part 3
What is Conflict?
Take the Test
DUTCH - Part 1
DUTCH - Part 2
DUTCH - Part 3
Yielding - Part 1
Yielding - Part 2
Yielding - Part 3
Avoiding - Part 1
Avoiding - Part 2
Avoiding - Part 3
Forcing - Part 1
Forcing - Part 2
Forcing - Part 3
Problem Solving - Part 1
Problem Solving - Part 2
Problem Solving - Part 3
Compromising - Part 1
Compromising - Part 2
Compromising - Part 3
What is Conflict?
Take the Test
DUTCH - Part 1
DUTCH - Part 2
DUTCH - Part 3
Yielding - Part 1
Yielding - Part 2
Yielding - Part 3
Avoiding - Part 1
Avoiding - Part 2
Avoiding - Part 3
Forcing - Part 1
Forcing - Part 2
Forcing - Part 3
Problem Solving - Part 1
Problem Solving - Part 2
Problem Solving - Part 3
Compromising - Part 1
Compromising - Part 2
Compromising - Part 3
Session 5 - Forcing - Part 2
Transcript
Here are three situations in which Forcing is a conflict style that makes sense:
Scenario 1: Forcing is best used when you are the expert - when your knowledge, expertise, and interests are truly strongest or more relevant and important to the decision at hand.
Scenario 2: In time-urgent or high-stakes situations, leaders should indeed use the Forcing style. Examples would be emergencies and crises, a leader needs to set a course quickly and usually unilaterally, that is without input from others
Scenario 3: When you find yourself in conflict with someone who themselves is highly competitive, forcing is a necessary strategy to protect your interests or that of your team. Simply put, this is the principle of “you don’t come to a fight with a lion as a lamb”. If you can bring the other person over to be more collaborative style, that’s better; but if you can’t, and your interests are important to you, then you have to have the Forcing style in your toolkit.
Transcript
Here are three situations in which Forcing is a conflict style that makes sense:
Scenario 1: Forcing is best used when you are the expert - when your knowledge, expertise, and interests are truly strongest or more relevant and important to the decision at hand.
Scenario 2: In time-urgent or high-stakes situations, leaders should indeed use the Forcing style. Examples would be emergencies and crises, a leader needs to set a course quickly and usually unilaterally, that is without input from others
Scenario 3: When you find yourself in conflict with someone who themselves is highly competitive, forcing is a necessary strategy to protect your interests or that of your team. Simply put, this is the principle of “you don’t come to a fight with a lion as a lamb”. If you can bring the other person over to be more collaborative style, that’s better; but if you can’t, and your interests are important to you, then you have to have the Forcing style in your toolkit.
Transcript
Here are three situations in which Forcing is a conflict style that makes sense:
Scenario 1: Forcing is best used when you are the expert - when your knowledge, expertise, and interests are truly strongest or more relevant and important to the decision at hand.
Scenario 2: In time-urgent or high-stakes situations, leaders should indeed use the Forcing style. Examples would be emergencies and crises, a leader needs to set a course quickly and usually unilaterally, that is without input from others
Scenario 3: When you find yourself in conflict with someone who themselves is highly competitive, forcing is a necessary strategy to protect your interests or that of your team. Simply put, this is the principle of “you don’t come to a fight with a lion as a lamb”. If you can bring the other person over to be more collaborative style, that’s better; but if you can’t, and your interests are important to you, then you have to have the Forcing style in your toolkit.
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