Conflict is common in organisations and in procurement, where competing priorities, supplier issues, and internal pressures often clash. TheThomas-Kilmann Conflict Modelidentifies five different approaches managers may use to handle conflict, depending on the situation and the desired outcome.
The first approach isCompeting (high concern for task, low concern for people). Here the manager asserts their own position to achieve quick results, even at the expense of relationships. For example, a procurement manager may insist on enforcing compliance with tendering rules despite stakeholder resistance. This is effective in crises but can harm morale if overused.
The second isAccommodating (low concern for task, high concern for people). In this style, the manager prioritises relationships by giving way to the other party’s needs. For instance, a procurement manager might accept a stakeholder’s preferred supplier to maintain goodwill, even if it is not the cheapest option. This preserves harmony but risks poor business outcomes if used too often.
The third approach isAvoiding (low concern for both task and people). Here, the manager withdraws from the conflict or postpones action. This may be appropriate when the issue is minor or when emotions are high, giving time for reflection. However, in procurement, avoiding conflict with a poor-performing supplier may worsen problems over time.
The fourth isCollaborating (high concern for both task and people). This involves working with others to find win-win solutions. For example, a procurement manager may work with finance and operations to balance cost, quality, and sustainability objectives in supplier selection. This is often the most effective approach but requires time and trust.
Finally,Compromising (medium concern for task and people)involves each side giving up something to reach a middle ground. For instance, a procurement manager may agree to split supplier contracts between two stakeholders’ preferences. This provides quick solutions but may leave all parties partially dissatisfied.
Conclusion:
A procurement manager can approach conflict through competing, accommodating, avoiding, collaborating, or compromising. Each has strengths and weaknesses. The best managers adapt their style depending on the importance of the issue, the urgency of the decision, and the relationships involved. In procurement, collaboration often delivers the most sustainable results, but flexibility across all five approaches is key.
