Critically Analyze the Moral Development Theory by Lawrence Kohlberg

Topics: Conflict, Management, Dispute resolution Pages: 2 (652 words) Published: September 18, 2011
Avoidance is both an unassertive and an uncooperative conflict style. Those who favor the avoidance style tend to be passive and ignore conflict situations rather than confront them directly. They employ strategies such as denying there is a conflict, using jokes as a way to deflect conflict, or trying to change the topic. Avoiders are not assertive about pursuing their own interests, nor are they cooperative in assisting others to pursue theirs. Accommodation is an unassertive but cooperative conflict style. In accommodation, an individual essentially communicates to another, “You are right, I agree; let’s forget about it.” An approach that is “other directed,” accommodation requires individuals to attend very closely to the needs of others and ignore their own needs. Using this style, individuals confront problems by deferring to ot Collaboration, the most preferred style of conflict, requires both assertiveness and cooperation. It is when both parties agree to a positive settlement to the conflict and attend fully to the other’s concerns while not sacrificing or suppressing their own. The conflict is Handbook Link 9.1

Read more about collaboration.198 I N T RO DUC T I ON TO L E A D E RSHI P

As Figure 9.3 indicates, compromise occurs halfway between competition and accommodation and involves both a degree of assertiveness and a degree of cooperativeness. Many see compromise as a “give and take” proposition. Compromisers attend to the concerns of others as well as to their own needs. On the diagonal axis of Figure 9.3, compromise occurs midway between the styles of avoidance and collaboration. This means that compromisers do not completely ignore confrontations, but neither do they struggle with problems to the fullest degree. This conflict style is often chosen because it is expedient in finding middle ground while partially satisfying the concerns of both parties.

Conflicts are part of human nature and it is...

References: [1] Jones GR, Gorge JM, Hill CWL, 2000. Contemporary Management, McGraw-Hill, Boston, MA. Second Edition, ISBN: 0-13-525858-8
[2] Henry O. 2009, Organizational Conflict and its effects on Organizational Performance. Research Journal of Business Management,
2 (1): 16-24.
[3] Weihrich H, 1992. Management: A global perspective, 11th edition, Prentice-Hall, Englewood Cliffs, N.J. ISBN: 978-0071239462
[4] Rusell P, Jerome GP, 1976. Conflicts in organization: good or bad. Air University Review, 13(8): 13-21.
[5] Rico L, 1964. Organizational Conflict: A Framework for Reappraisal. Industrial Management Review, 6 (1): p 67.
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