These issues are best untangled by collaborative problem - solving , but sadly, they are often dealt with by denial, avoidance, capitulation, and domination. Many managers are so terrorized by conflicts that they deny the existence of any interpersonal problems. Denying problems can leave the manager defenseless against all sorts of psychosomatic illness and torment. They withdraw, whitewash, cocoon, or insulate themselves from problems. Curiously, these managers often forgive others too hastily, which is a singularly destructive way of avoiding conflict because it buries acrimonious and hurt feelings.
Avoidance often blossoms into denial.
These managers give in readily when someone else's needs conflict with their own. Consequently, they build up resentment that eventually collapses into seething animosity. These managers impose their wills on others repeatedly, ruthlessly, and relentlessly. They dominate others by not acknowledging or fully comprehending their needs. In the process of getting their own way, they needlessly poison supportive and collaborative relationships with others.