- Scenario Four.A high Tclient is easily offended by the high E’s can-
dor, and that same Enterpriser is frustrated by the high Tclient’s
indecisiveness. - Scenario Five.The high Msales professional feels that the high A
client impedes progress with pessimism, need for detail, and con-
stant second-guessing.
•(Note.The inverse of the above scenarios would also be true.)
What is necessary to diffuse conflict in all of these scenarios is for each
personality involved to meet the other halfway in establishing a comfort-
able mode of working and relating for both parties. For example, we have
seen individuals in similar scenarios improve their workplace relations by:
•Tactfully confronting personality-based tensions
- Establishing halfway-point personality compromises
Negotiating Core-Personality Compromises
Scenario One: High EManager and High TSales Professional
Scenario Two: High ESales Professional and High AClient
Masters in Conflict 225
Enterpriser Compromises
•Try to understand their need
for thoroughness.
•Wait for their input before
pushing to completion.
- State case in open-minded
manner. - Demonstrate patience with
tone and body language.
Analyzer Compromises
- Find areas of agreement and
restrain the impulse to judge.
•Listen to and consider
innovative input. - Play devil’s advocate without
being negative or cynical.
Enterpriser Compromises
- Find diplomatic ways to state
case. - Ask—don’t order.
- Pause and inquire when you
observe frustration.
Togetherness Compromises
- Don’t regard Enterpriser
candor or abrasion as a
personal attack.
•Write directives down and
reiterate. - Understand the Enterpriser’s
need for results.