Conflict, Conflict Prevention, Conflict Management and Beyond
Conflict management
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Transcript of Conflict management
Conflict Management
Najibullah Safi, MD, MSc. HPMNPO/PHC, WHO - Afghanistan
04/08/23
Learning objectives
• By the end of the section learners will be able to:– How the view explains our differences – Differences in personality types– Define conflict– Discuss the positive and negative aspects of conflict– Explain causes of conflict– Explain different types and styles of conflict
management
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Introduction
No matter who are you, or where you live, if you are in contact with other people you are likely to face some form of conflict, be it a minor irritation or an earth- shattering row
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How the view explains our differences
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How the view explains our differences cont.
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How the view explains our differences cont.
• If you want a true view of anything, you must look at it from every angle
• If you stick to your own point of view, you will sit on the point and lose the view
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How the view explains our differences cont.
Explore different perspectives for richer solution
Expand your view to grow in wisdom
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Differences in personality types
• Go getter– Straight forward– Result focused– Meet the deadlines– Talk to the points– Do not listen to people problems
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Differences in personality types cont.
• Carer – Warm friendly– Sensitive, modest – Good listener – Dislike conflict – Seldom critical – Reluctant to be too direct – Two way communication
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Differences in personality types cont.
• Analytical – Perfectionist– Paying attention to details – Fair, principled – Does not take risk – Reluctant to delegate
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Differences in personality types cont.
• Socializer – Relaxed, easy going – Accept delays – Changes to schedule – Often ignore protocols – Likes variety and wants things to be different – Open minded
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Differences in personality types cont.
• Each style has strengths and these can be experienced as weakness by other styles
It is Ok to be different, it is not Ok to dysfunction
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Is conflict inevitable?
• Conflict is not inevitable simply because we are different
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Conflict starters
• Blame, accuse, interrupt, patronize, contradict, exaggerate, personal insult, hostile language, bring up the past, make assumptions, use labels or put downs
• Don’t accept what the other person says• Use:– You never… you always… you should …
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Circumstances can escalate conflict
• Tiredness• Stress• Insecurity• Illness• Mood• Alcohol
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Road to breakdown
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• Discussion – Respect for each other’s view point – Acceptance of the other’s values – Broadening of perspectives
• Debate– Openness to your ideas– Respect for your viewpoint
Road to breakdown cont.
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• Argument– Disregards for other’s viewpoint – Arguing from own perspective only – Polarization
• Conflict – Demand that you behave, as I want – Highly personalized argument – Lots of should– Blame, accusation, put-downs
Road to breakdown cont.
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• Breakdown – Silence – Cold war – Separate lives
What are the choices?
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• The greater the difference, the more difficult to maintain harmony in relationship – Discuss and debate our differences, respecting each
other’s opinion – We can argue about these differences, we are
convinced that we are right – Move to conflict, imposing our way of doing things
Are you building a bridge or a barrier?
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• Bridge mind set:– You are ok– Let’s work together– I want us both to win – I want power with you– Your needs are more important – We have a mutual problem to be solved
Are you building a bridge or a barrier? Cont.
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• Some bridging words: – us, we, our, can, let’s talk, appreciate, alternatives,
what do you need, what do you think, help me understand …
Are you building a bridge or a barrier? Cont.
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• Barrier mind set:– I am right – You should change – You are the problem – I want power over you– I want to prove you are wrong – I am indifferent to your needs, my needs are more
important that yours
Are you building a bridge or a barrier? Cont.
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• Barrier mind set words :– Me, you should, waste of time, your problems is, that
won’t work, out of question, that is my final word, this is non negotiable …
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What is conflict?
• A battle, contest or opposing forces existing between primitive desires and moral, religious or ethical ideas (Webster’s Dictionary)
• A state of incompatibility of ideas between two or more parties or individuals
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Conflict management is the practice of identifying and handling conflict in a sensible, fair and efficient
manner
What is conflict management?
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Antecedent conditions
• Scarce resources• Conflicting attitude• Ambiguous jurisdiction• Communication barriers• Need for consensus• Unresolved prior conflicts
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Types of conflict
• Inter-personal and intra-personal• Inter-group and intra-group• Competitive and disruptive
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Conflict process
Antecedent conditions
Perceived conflict Felt conflict
Manifest behavior
Conflict resolutionor suppression
Aftermath28
How to create conflict?
• Take credit, no recognition • Be judgmental• Send written messages• Subordinate should come to see me• Make yourself inaccessible to your team• Come tomorrow• Introduce change without consultation or discussion
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General causes of conflicts
• Poorly defined goals• Divergent personal values• Lack of cooperation/trust• Competition for scarce resources• Unclear roles/lack of job description
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Effects of conflict in organizations
• Stress• Absenteeism• Staff turnover• De-motivation• Non-productivity
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Results of conflict
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Win-Win Lose-Win
Win-Lose Lose-Lose
I win I lose
You win
You lose
Understand and mange your feelings
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• Recognize the anger • Venting – Try speaking about your anger rather than speaking
from your anger
• Suppressing– Unexpressed conflict is still conflict
• Releasing – Talking with friends, sports, meditation,
relaxation …
Understand and mange your feelings cont.
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• Lower the volume of your voice • Slow the rate of speaking • Breath from the stomach • Soften the face muscle • Delay before responding • Listening is a key
Methods to deal with conflicts
• Competition (win-lose situation)• Accommodation (win-win situation)• Avoidance (lose-lose situation)• Compromise (lose-lose situation)• Collaboration (win-win situation)
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Steps to resolve conflicts• Assure privacy• Listen actively• Maintain equity• Focus on issue, not on personality• Avoid blame• Identify key theme• Re-state key theme frequently• Encourage feedback• Identify alternate solutions• Give your positive feedback• Agree on an action plan
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Key skills for collaboration
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• Listening acceptingly• Understand first, respond second – Understanding changes the expectation– Understanding leads to fewer demands– Understanding is the foundation for agreement
• Talk constructively • Problem solve• Fight the problem NOT the person
Is conflict constructive?
• A conflict is constructive only if as a result: – The relationship is stronger – You understand each other more – There is greater willingness to meet each other’s
needs– There is greater trust– You have resolved the sources of future conflict– There are richer perspectives
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How to prevent conflicts
• Frequent meeting of your team• Allow your team to express openly• Sharing objectives• Having a clear and detailed job description• Distributing task fairly• Never criticize team members publicly• Always be fair and just with your team• Being a role model
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Conclusion
Conflict is unavoidable
• Complexity of organizational relationship• Interaction among workers• Dependence of workers on one another
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Conclusion (Cont’d)
• Conflict is a healthy sign not a negative process
• It reflects dynamics
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Conclusion (Cont’d)
• Poorly managed conflicts• Unfavorable with counter productive results• Problems and negative attitude
• Well managed conflicts• Stimulate competition• Identify legitimate differences• Powerful source of motivation
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