Post on 13-Nov-2014
CONFLICT MANAGEMENT
Definition of Conflict
A situation in which someonebelieves that his or her own needs have been denied.
“The goal of organizational leadership is not to eliminate conflict, but to use it.”
“Conflict is a predictable social phenomenon and should be channeled to useful purposes.”
What Do You Think?
What Do You Think when you hear the word . .
CONFLICT
What do you think and what images come to you . . .
Symptoms Of Conflict
Tensions.No desire to communicate.Work not done properly.Disastrous meetings.Anger occurs quickly
and easily.
Symptoms Of Conflict
Failing productivity. Slipping morale.Absenteeism.Accidents.Escalating costs.Slamming doors.Shouting.Bad times.
Symptoms Of Conflict
The employee (or employees) involved display no desire to communicate.
Bad tempers are evident.Productivity is falling.Morale is slipping.
SOURCES OF CONFLICT:
UNDERSTANDING CONFLICT
ORIGINS OF CONFLICT:ORIGINS OF CONFLICT: Limited resources. Unmet basic needs. Different values.
RESPONSES TO CONFLICT:SOFT: Withdrwing. Ignoring. Denying. Giving in.
HARD: Threatening. Pushing. Hitting. Yelling.
PRINCIPLED: Listening. Understanding. Respecting. Resolving.
OUTCOMES OF CONFLICT:SOFT: LOSE-LOSE LOSE-WIN
HARD: LOSE-LOSE WIN-LOSE
PRINCIPLED: WIN-WIN.
TYPES OF CONFLICT:
Interpersonal Conflict– Conflict between individuals due to differences in their goals or
values.
Intragroup Conflict• Conflict within a group or team.
Intergroup Conflict• Conflict between two or more teams or groups.
• Managers play a key role in resolution of this conflict
Interorganizational Conflict• Conflict that arises across organizations.
CONFLICT MANAGEMENT: Five conflict management modes
Withdrawal/Avoidance. temporary
Smoothing /Accomodating. fails to resolve
Compromising
Forcing/Competing. Provides
Problem solving/collaboration resolution.
CONFLICT APPROACHES:COMPETING/FORCING.APPROPRIATE: An emergency looms. The issue is trivial and
others don’t really care what happens.
You’re sure you’re right, and being right matters more than preserving relationships.
INAPPROPRIATE: Collaboration is not
yet been attempted. Co-operation from
others is important. Used routinely for
most issues. Self-respect of others
is diminished needlessly.
COLLABORATING:
APPROPRIATE: Co-operation is important. A creative end is
important. Reasonable hopes exists to
address all concerns. The issues and
relationship are both significant.
INAPPROPRIATE: Time is short. Issues are
unimportant. You’re over-loaded. The goals of the other
person certainly are wrong.
COMPROMISING:APPROPRIATE: Co-operation is important
but time or resources are limited.
When finding some solution, even less than the best, is better than a complete stalemate.
When efforts to collaborate will be misunderstood as forcing.
INAPPROPRIATE: Finding the most
creative solutions possible is essential.
You cant live with the consequences.
AVOIDING:
APPROPRIATE: The issue is trivial. The relationship is in-
significant. Time is short and a
decision is not necessary.
You have little power but still wish to block the other person.
INAPPROPRIATE: You care both about
the relationship and the issues involved.
Used habitually for most issues.
Negative feelings may linger.
Others would benefit from caring.
ACCOMMODATING:APPROPRIATE: You really don’t care
about the issue. You’re powerless but
have no wish to block the other person.
You realize you are wrong.
INAPPROPRIATE: You are likely to
harbor resentment. Used habitually in
order to gain acceptance.
PROBLEM-SOLVING: Set the stage. Gather perspectives. Identify the interests. Create options. Evaluate options. Generate agreement.
PRINCIPLES OF CONFLICT RESOLUTION:
Separate people from the problem. Focus on interests, not positions. Invent options for mutual gain. Use objective criteria.
THANK YOU !