onflict that occurred during the Storming stage in the above example, were resolved using the Thomas & Killman Conflict Mode Instrument of Assertiveness vs Cooperativeness. I firstly spoke with the current staff that knew the expectations of the role and were resistant to both change and to new team members. I was assertive in my dealings, ensuring they understood that I was there to manage the department, both themselves and the new employees, and that I appreciated they knew the job already, but also made them aware I would be introducing new procedures to streamline the department, and was welcoming to their input and comments. At the beginning I agreed with them a compromise, as they were skilled in setting all the procedures in place quickly, and I could then concentrate on training the new employees. However, what developed over a short period of time, by continually addressing potential conflict, was to bring the team together by setting up a mentoring system between the new and current staff. This made them a lot more cooperative to change and helped bring everyone up to the same standards. It allowed me to progress the department, and the team ended up in the Collaborating stage, ensuring a win-win situation, and ultimately we exceeded our targets.

Alternatively, I could have applied the Fisher & Ury model, by separating people from the problem, so as not to make the conflict and tension feel personnel, making all team members feel respected and valued, and allowing each side to express their thoughts and emotions. Then, by focusing on interests, not positions, I could have clearly explained what we were trying to achieve as a department, and give each side to explain why they held their positions. I could then have proposed options for mutual gain, trying not to focus on one single solution or prematurely choosing an option before considering alternatives. Then lastly I could have insisted on using objective criteria, by reasoning as to which options may be most appropriate and making sure I did not give in to pressure or the threat of further conflict.

Both models may have been suitable, however the Thomas & Killman model was more appropriate as it was more direct and less time consuming, and as the department needed to be up and running quickly, I had to utilise more assertiveness in this circumstance to get us on target.