Question

Question You: "Hello. I have been waiting for over an hour past my appointment time. I need to go back to my job soon. Can you please let me know when I will be called in to see the doctor?" Front Desk Receptionist: "As you can see, we are very busy and there are a lot of patients that need to be seen today You: "I understand that the doctor is busy and that you have a lot of patients today. I would just like to know an estimate on when I will be seen. Ineed to let my work know when I plan to return. Front Desk Receptionist: "i cannot give you an estimate and I don't have time for this. I am very busy. This is what happens when you try to get an appointment during our busiest time of the day. Identify the Conflict Management strategy chosen by the receptionist. Name, define and explain the conflict management strategy (avoiding, accommodating, compromising, competing or collaborating) the receptionist used. These strategies are explained in Chapter 12 in the text.

Answer 1

Answer :-

In any situation involving more than one person, conflict can arise. The causes of conflict range from philosophical differences and divergent goals to power imbalances. Unmanaged or inadequately overseen clashes create a breakdown in trust and lost profitability. For independent ventures, where achievement regularly relies on the attachment of a couple of individuals, loss of trust and profitability can flag the demise of the business. With a fundamental comprehension of the five peace making procedures, entrepreneurs can all the more likely manage clashes before they raise unrecoverable.

Accommodating

The accommodating strategy essentially entails giving the opposing side what it wants. The use of accommodation often occurs when one of the parties wishes to keep the peace or perceives the issue as minor. For instance, a business that requires formal dress may initiate an "easygoing Friday" arrangement as a low-stakes methods for keeping the harmony with the general population. Representatives who utilize settlement as an essential peace promotion technique, in any case, may follow along and create disdain.

Avoiding
The shirking system looks to put off clash uncertainly. By deferring or overlooking the contention, the avoider trusts the issue settle itself without an encounter. The individuals who effectively keep away from struggle much of the time have low regard or hold a place of low power. In a few conditions, keeping away from can fill in as a productive peace making methodology, for example, after the expulsion of a well known yet inefficient worker. The enlisting of a more beneficial swap for the position relieves a great part of the contention.

Collaborating

Collaboration works by integrating ideas set out by multiple people. The object is to find a creative solution acceptable to everyone. Collaboration, though useful, calls for a significant time commitment not appropriate to all conflicts. For example, a business owner should work collaboratively with the manager to establish policies, but collaborative decision-making regarding office supplies wastes time better spent on other activities.

Compromising

The bargaining technique ordinarily calls for the two sides of a contention to surrender components of their situation with the end goal to build up an adequate, if not pleasing, arrangement. This methodology wins frequently in clashes where the gatherings hold roughly proportional power. Entrepreneurs every now and again utilize bargain amid contract transactions with different organizations when each gathering stands to lose something profitable, for example, a client or fundamental administration.

Competing
Rivalry works as a zero-aggregate amusement, in which one side wins and different loses. Exceptionally decisive identities regularly fall back on rivalry as a peace promotion methodology. The competitive strategy works best in a limited number of conflicts, such as emergency situations. In general, business owners benefit from holding the competitive strategy in reserve for crisis situations and decisions that generate ill-will, such as pay cuts or layoffs.

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