2conflictmgt
Transcript of 2conflictmgt
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Managing
Situations
Di f icu ltWelcome to the session on
:: Conflict Management ::
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Con f l ic t !?
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Object ives
-To understand Conflict in organization
-To manage our own emotional responses to
difficult situations
-To manage conflict more effectively
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Session Plan
-Discussion about Conflict
-Handling conflicting situation: A game play
-Team interaction
-Discussion about Conflict Management
-Quiz
-Case Study
-Session Evaluation ].[
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A simple test of Conflict
Look at the words below and say the COLOR, not the WORD, e.g.
CONFLICT, MANAGEMENT ready ?
YELLOW BLUE ORANGE
BLACK RED GREEN
PURPLE YELLOW RED
ORANGE GREEN BLACK
BLUE RED PURPLE
LeftRight Conflict !!!
Your right brain tries to say the color but
your left brain insists on reading the word
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A mind set 1
Life is difficult,that is the
norm
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A mind set 2
We are
responsible for
ourown life situation
and the choices
we make
about responding
to it
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A mind set 3
Sometimes we
will win and
sometimes otherswill win- we have
to accept both,
cordially.
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What is Conflict
Conflict is a difference of interests,
understanding, values, style or opinion
Conflict exists when actions of one personprevent, block, interfere, injure or in some way
make achievement of another persons goals less
likely
Conflict is the fight, collision, struggle or contest
between competitors ].[
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Why Conflict
-Different values and beliefs
-Role pressure or clarification
-Perception differences
-Diverse goals or objectives
-Group status or identity
-Race, ethnicity, or gender differences
-Personality clash or conflict
-Competition for limited resources
-Disagreement on how things should be done
-Personal, self, or group interest
-Tension and stress
-Informational deficiency
-Power and influence ].[
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The Good and Bad
Functional conflictcontributes to the
achievement of the goals of the group or theorganization. Functional conflict should be
nurtured, if not encouraged.
Dysfunctional conflictimpedes the
organization from accomplishing its goals.Dysfunctional conflict should be reduced or
removed. ].[
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The Span of Conflict
Intrapersonal
Inter-personal
(Intra-group)
Inter-group
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Levels of Conflict
Discomfort
Incidents
Misunderstandings
Tension
Crisis
Things
dont
feel right
Short, sharp
exchange
occurs
Motives and
facts are
confused
Negative
attitudes andfixed opinions
Normal
functioning
becomes
difficult
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Positive Forces of Conflict
-Stimulates interest
-Means for problems to be heard
-Increases cohesiveness
-Promotes change
-Provides means to work together ].[
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Negative Forces of Conflict
-Diverts attention from important issues
-May damage morale
-May cause polarization
-Reinforces differences in values
-Produces irresponsible and regrettable behaviors
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GAME PLAY
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Game: Conflict for Survival
1. Sextant2. Mirror
3. Jar of water
4. Mosquito net
5. One case of army ration
6. Map of Bay of Bengal7. Floating seat cushion
8. One can of oil-gas mixture
9. Small transistor radio
10. Shark repellent
11. 3 sqft opaque plastic sheet
12. One bottle of rum
13. 5m of nylon rope
14. 2 boxes of chocolate bars
15. Fishing kit
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Game: Conflict for Survival
Official ratings of the items
1. Mirror2. One can of oil-gas mixture
3. Jar of water
4. One case of army ration
5. 3 sqft opaque plastic sheet
6. 2 boxes of chocolate bars7. Fishing kit
8. 5m of nylon rope
9. Floating seat cushion
10. Shark repellent
11. One bottle of rum
12. Small transistor radio
13. Map of Bay of Bengal
14. Mosquito net
15. Sextant
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Team Interaction
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Styles of Con f l ic t Management
1. Forcing
2. Avoiding
3. Accommodating
4. Compromising
5. Collaborating
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Styles of Con f l ic t Management
Style 1 Forcing(Win-Lose)
Objective Get your way.
Your
Posture
I know whats right. Dont
question my judgment orauthority.
Supporting
Rationale
It is better to risk causing a few
hard feelings than to abandon a
position you are committed to.
LikelyOutcome
You feel vindicated, but otherparty feels defeated and possibly
humiliated. ].[
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Styles of Con f l ic t Management
Style 2 Objective Your Posture Supporting
Rationale
Likely Outcome
Avoiding
(Lose-Win)
Avoid
having to
deal with
conflict.
Im neutral on
that issue. Let
me think about
it.
Disagreements
are inherently
bad because
they create
tension.
Interpersonal
problems dont get
resolved, causing
long-term frustration
manifested in a
variety of ways.
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Styles of Con f l ic t Management
Style 3 Objective Your Posture Supporting
Rationale
Likely
Outcome
Accommodating
(Lose-Win)
Dont
upset the
other
person.
How can I help you
feel good about this
encounter? My
position isnt so
important that it is
worth risking badfeelings between us.
Maintaining
harmonious
relationship
s should be
our top
priority.
Other
person is
likely to
take
advantage
of you.
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Styles of Con f l ic t Management
Style 4 Compromising
(Lose-Lose)
Objective Reach an agreement quickly.
YourPosture
Lets search for a mutuallyagreeable solution.
Supporting
Rationale
Prolonged conflicts distract
people from their work and
engender bitter feelings.
LikelyOutcome
Participants become conditionedto seek an expedient, rather than
effective solution.
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Styles of Con f l ic t Management
Style 5 Collaborating
(Win-Win)Objective Solve the problem together.
Your
Posture
This is my position. What is
yours? Im committed to
finding the best possible
solution.Supporting
Rationale
The positions of both parties
are equally important
(though not necessarily
equally valid). Equality
emphasis should be placedon the quality of the outcome
and the fairness of the
decision-making.
Likely
Outcome
Participants find an effective
solution.
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Styles of Con f l ic t Management
SOLVINGTHE
PROBLEMIS THE
GO LNOTW NN N !
Please, remember
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Guidel ines for effect ive Col labo rat ion
Initiator Mediator Respondent
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Guidel ines for effect ive Col labo rat ion
The Initiator- Maintain personal ownership of the problem.
- Succinctly describe your problem in terms ofbehaviors, consequences and feelings (When you
do X, Y happens, and I feel Z.) Use a specific
incident to explore the root causes of a problem.
- Avoid making accusations and attributing motives to
the respondent.- Specify the expectations or standards that have been
violated.
- Persist until understood.
- Encourage two-way interaction by inviting the
respondent to express his or her perspective and askquestions.
- Dont dump all your issues at once. Approach
multiple issues incrementally. Proceed from simple
to complex, easy to hard.
- Appeal to what you share (principles, goals,
constraints).
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Guidel ines for effect ive Col labo rat ion
The Mediator Acknowledge that conflict exists and treat it seriously.
Construct a manageable agenda by breaking downcomplex or multiple issues.
Do not take sides. Remain neutral regarding the
disputants as well as the issues as long as violation of
policy is not involved.
Focus the discussion on the impact the conflict is
having on performance and the detrimental effect of a
continued conflict.
Keep the interaction issue oriented, not personality
oriented. Also, make sure that neither disputant
dominates the conversation.
Help disputants keep their conflict in perspective byidentifying areas of agreement or common viewpoint.
Help disputants generate multiple alternatives in a
nonjudgmental manner.
Make sure that both parties are satisfied with the
proposed resolution and committed to implementing it.
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Guidel ines for effect ive Col labo rat ion
The Respondent Respond appropriately to the initiators emotions. If
necessary, let the person blow off steam before
addressing substantive issues.
Establish a climate for joint problem solving by showing
genuine concern and interest. Respond empathetically,
even if you disagree with the complaint. Avoid justifying your actions as your first response.
Seek additional information about the problem. Ask
questions that channel the initiators remarks from
general to specific and evaluative to descriptive
statements.
Focus on one issue, or one part of an issue, at a time.
Agree with some aspect of the complaint (facts,
perceptions, feelings, or principles).
Ask the initiator to suggest more acceptable behaviors.
Agree on a remedial plan of action. ].[
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Summary
-Conflict is essential to the survival of the organization.
-Conflict should not only be accepted but encouraged in
organizations.
-Effective conflict management includes both stimulationand reduction of conflict.
-Conflict management is the responsibility of all employees
-Understanding your style can assist in working with others
-All styles have their place, but collaboration is best for most
work situations ].[
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hank You