Conflict management

1Training Confidential. For Internal Use Only

Conflict Management


Objectives:

By the end of this training, you would be able to:

• Describe the meaning of Conflict

• Explain the difference between a disagreement and a conflict

• List some common symptoms of conflict

• Explain the five causes of Conflict

• Discuss the FIVE Conflict Management Styles

• Discuss the process of Conflict Management


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ACTIVITY – CONFLICT CLOSE UP


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ACTIVITY - INTERVIEW


When you hear the word....When you hear the word....

CONFLICT???CONFLICT???

What do you think???


What is a Conflict?

A Conflict is a situation in which someone believes that his or her own needs have been denied.

A Conflict is a predictable social phenomenon and should be channeled to useful purposes.

The goal of an organization is not to eliminate conflict, but to use it.


Disagreement Disagreement is a difference of opinion. It is based upon is a difference of opinion. It is based upon

one’s personal orientation system, including values, needs, one’s personal orientation system, including values, needs,

interests, or intentions. Disagreement should be seen as interests, or intentions. Disagreement should be seen as

functional and/or positive. To disagree is natural.functional and/or positive. To disagree is natural.

Conflict Conflict is a strong disagreement or collision of values, is a strong disagreement or collision of values,

needs, interests or intentions among individuals, groups, needs, interests or intentions among individuals, groups,

organizations, communities, or nations. Conflict is different organizations, communities, or nations. Conflict is different

than disagreement because of its negative effect (dislike of a than disagreement because of its negative effect (dislike of a

person or organization). person or organization).

DISAGREEMENT & CONFLICT


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ACTIVITY – POSITIVE SPIN


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ACTIVITY – YOU DON’T SAY


• Tension & Anger

• No desire to communicate

• Decreasing Productivity

• Low Morale

Can you think of some more….

What are the symptoms of Conflict?


• Divergent Goals

• Perceptual Difference

• Status Conflicts

• Resistance to Change

• Personality Clashes

Causes of Conflict


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ACTIVITY – DIVERGENT GOALS ROLEPLAY


Conflict can result when you are trying to

achieve one set of outcomes and another

person wants something entirely different to

happen.

Divergent Goals


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ACTIVITY – PERCEPTUAL DIFFERENCE ROLEPLAY


You and another person may listen to the

same words and hear them quite differently.

Perceptual Difference


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ACTIVITY – STATUS CONFLICT ROLEPLAY


One person may resent another person’s

authority or feel protective of his or her

position. Another person may feel undervalued

compared to the position he or she held in a

previous organization or the previous disaster.

Status Conflicts


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ACTIVITY – RESISTANCE TO CHANGE ROLEPLAY


You may encounter resistance if you ask

someone to try new ways of working or

thinking.

Resistance to Change


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ACTIVITY – PERSONALITY CLASHES ROLEPLAY


People with different personalities may clash

because they have different emotional needs.

Personality Clashes


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ACTIVITY – ON THE RUN


The Five Conflict Management Styles

• Accommodating• Avoiding• Collaborating• Competing• Compromising


Let’s watch a video!!


ACCOMMODATING

This is when you cooperate to a high-degree, and it may be at your own expense, and actually work against your own goals, objectives, and desired outcomes.

USES:

• When you realize you are wrong or inexperienced • When the issue is much more important to the other

person than to yourself• To build up social credits for later issues which are

important to you• When continued competition would only damage

your cause• When preserving harmony and avoiding disruption

are especially important• To aid in the managerial development of

subordinates by allowing them to experiment and learn from their own mistakes


AVOIDING

This is when you simply avoid the issue. You aren’t helping the other party reach their goals, and you aren’t assertively pursuing your own. Sometimes issues will resolve themselves, but “hope is not a strategy”, and, in general, avoiding is not a good long term strategy.

USES:

• When an issue is trivial, and other more important issues are pressing

• When you perceive no chance of satisfying your concerns

• When the potential damage of confronting a conflict outweighs


COLLABORATING

This is where you partner or pair up with the other party to achieve both of your goals. This is how you break free of the “win-lose” paradigm and seek the “win-win.”

USES:

• To find an integrative solution when both sets of concerns are too important to be compromised

• When your objective is to learn – e.g. testing your own assumptions, understanding the view of others

• To merge insights from people with different perspectives on a problem

• To gain commitment by incorporating other’s concerns into a consensual decision

• To work through the hard feelings which have been interfering with an interpersonal relationship


COMPETING

This is the “win-lose” approach. You act in a very assertive way to achieve your goals, without seeking to cooperate with the other party, and it may be at the expense of the other party.

USES:

• When quick, decisive action is vital – e.g. emergencies• On important issues where unpopular courses of action

need to be implemented – e.g. cost cutting, discipline• On issues vital to company welfare• To protect yourself against people who take advantage of

non-competitive behaviour


COMPROMISING

This is the “lose-lose” scenario where neither party really achieves what they want. This requires a moderate level of assertiveness and cooperation. The trap is to fall into compromising as an easy way out, when collaborating would produce a better solution.

USES:

• When goals are moderately important but not worth the effort or potential disruption of more assertive modes

• When two opponents with equal power are strongly committed to mutually exclusive goals – e.g. as in labor management bargaining

• To achieve temporary settlements to complex issues• To arrive at expedient solutions under time pressure• As a backup mode when collaboration or competition fails

to be successful


Difference between Compromising & Collaborating

COMPROMISING COLLABORATINGThis means that each person gets

partially satisfied but not completely satisfied

By maintaining trust among participants, speaking and listening with sensitivity and empathy — it’s possible

to achieve total need satisfaction for both of them.

It’s a 50-50 split where each person gets a share of the available pie. But a compromise could also be a 75/25 split.The more one gets, the less the other gets.

With synergy, coming up with a creative solution that uniquely satisfies

everyone’s needs, we thus achieve a 100/100 resolution instead of a 50/50

split.


• Neutralise your emotionsNeutralise your emotions• Explore causesExplore causes• Define an agreed outputDefine an agreed output• Consider alternativesConsider alternatives• Agree a solution, implement it and continually Agree a solution, implement it and continually

evaluate itevaluate it

Conflict Management Process


What’s your Conflict Management What’s your Conflict Management

Style????Style????

What do you think???


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ACTIVITY – CONFLICT CLOSE UP

Conflict management

Education

Transcript of Conflict management