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The collaborating mode is high assertiveness and high cooperation. Collaboration has been described as “putting an idea on top of an idea on top of an idea…in order to achieve the best solution to a conflict.” The best solution is defined as a creative solution to the conflict that would not have been generated by a single individual. With such a positive outcome for collaboration, some people will profess that the collaboration mode is always the best conflict mode to use. However, collaborating takes a great deal of time and energy. Therefore, the collaborating mode should be used when the conflict warrants the time and energy. For example, if your team is establishing initial parameters for how to work effectively together, then using the collaborating mode could be quite useful. On the other hand, if your team is in conflict about where to go to lunch today, the time and energy necessary to collaboratively resolve the conflict is probably not beneficial.
Times when the collaborative mode is appropriate are when the conflict is important to the people who are constructing an integrative solution, when the issues are too important to compromise, when merging perspectives, when gaining commitment, when improving relationships, or when learning.
Collaboration Skills
• Active listening
• Nonthreatening confrontation
• Identifying concerns
• Analyzing input
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References for Further Information
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Katzenbach, J.R., and Smith, D.K. (1992). Wisdom of teams, Harvard Business School Press.
- Johnson, D.W., Johnson, R.T., and Holubec, E.J. (1986). Circles of learning: cooperation in the classroom (rev. ed.), Edina, MN: Interaction Book Co.
- “Workplace Basics: The Skills Employers Want,” Am. Soc. Training and Devel. and U.S. Dept. Labor, Employment and Training Admin., 1988.
- Algert, N.E. (1996) “Conflict in the workplace” in Proceedings: Women in Engineering Advocates Network, Denver, CO., 123–127.
- Thomas-Kilmann Conflict Mode Instrument, Consulting Psychologists Press, Palo Alto, CA: (800)624-1765 or available on the World Wide Web at http://www.cpp-db.com.
- Smith, K.A. (2000). Project management and teamwork. New York: McGraw-Hill BEST series.
- Blake, R.R., and Mouton, J.S. (1964). The managerial grid. Houston: Gulf Publishing Co.
- Algert, N.E., and Watson, K. (2002). Conflict management: introductions for individuals and organizations. Bryan, TX: (979)775-5335 or e-mail .
- Raudsepp, E. (2002) “Hone Listening Skills To Boost Your Career,” available on the World Wide Web at http://www.careerjournal.com/myc/climbingladder/20021224-raudsepp.html, accessed on 28 January 2003.
- Lambert, J., and Myers, S. (1999) 50 Activities for conflict resolution. Amherst, MA: HR Development Press.
- Johnson, D.W., and Johnson, F.P. (2000) Joining together: group theory and group skills (7th ed.), Boston, Allyn and Bacon.
Additional Resources
Algert, N.E. (2002). The center for change and conflict resolution, Bryan, TX: (979)775-5335 or e-mail .
Moore, C., “How Mediation Works” in The Mediation Process: Practical Strategies for Resolving Conflict.
Putnam (1994). “Beyond third-party role: disputes and managerial intervention,” Employee Responsibilities and Rights J. (7:1).
Xicom, Inc. (1996). Conflict Workshop Facilitator’s Guide.
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© 2001 Foundation Coalition. All rights reserved. Last modified
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