CONFLICT MANAGEMENT CONFLICT MANAGEMENT HUMAN RESOURCES DEVELOPMENT UNIT2008 MINUSTAH POLICE.
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Transcript of Conflict management
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Conflict Management
Dr. Ghaiath M. Abas, MBBSFMOH-DGHPD
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
Conflict
“You have to transform the conflict, not let it explode into violence nor suppress it”.
"Gandhi: “Give the conflict back to the people - they
are the best ones to solve it”
Niels Christie:
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
In this presentation
Conflict philosophy definition of conflict The differences between "competition" and
"conflict" Common causes of conflict How to identify signs and stages of conflict How to manage and resolve conflict
situations Conflict prevention
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
Conflict philosophy:
Conflicts exist always, and everywhere Conflicts are a socially constructed reality The destructive element of a conflict is not
inevitable
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
What’s Conflict?
Conflicts are disagreements between two (or more) individuals that create tension in one or more individuals
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
"competition" or "conflict”?
"Competition" usually brings out the best in people, as they strive to be top in their field, whether in sport, community affairs, politics or work.
When competition becomes unfriendly or bitter, though, conflict can begin - and this can bring out the worst in people
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
Common causes of conflict
scarcity of resources (finance, equipment, facilities, etc)
different attitudes, values or perceptions disagreements about needs, goals, priorities and
interests poor communication poor or inadequate organisational structure lack of teamwork lack of clarity in roles and responsibilities
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
Conflicts come in three main types:
• intrapersonal
•Interpersonal
•Iinter-group
Each of the three conflict types builds upon one another to create the final problem
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
Conflict between individual
People have differing styles of communication, ambitions, political or religious views and different cultural backgrounds
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
Conflict between groups of people
Whenever people form groups, they tend to emphasise the things that make their group "better than" or "different from" other groups
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
Conflict within a group of people
Even within one organisation or team, conflict can arise from the individual differences or ambitions mentioned earlier; or from rivalry between sub-groups or factions.
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
Team development stages
Forming
Storming
Norming
Performing
Closing
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
Factors influencing team building/effectiveness
Task
Individual Team
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
"Disputes of right" and "disputes of interest“…
"disputes of right", where people or groups are entitled by law, by contract, by previous agreement or by established practice to certain rights.
A dispute of rights is, therefore, usually settled by legal decision or arbitration and not by negotiation
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
"Disputes of right" and "disputes of interest“…cont.
"disputes of interest", where the conflict may be a matter of opinion, such as where a person or group is entitled to some resources or privileges (such as access to property, better working conditions, etc).
Because there is no established law or right, a dispute of interest will usually be solved through collective bargaining or negotiation
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
Signs of conflict between individuals colleagues not speaking to each other or
ignoring each other contradicting and bad-mouthing one
another deliberately undermining or not co-
operating with each other, to the downfall of the team
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
Signs of conflict between groups of people
cliques or factions meeting to discuss issues separately, when they affect the whole organisation
one group being left out of organising an event which should include everybody
groups using threatening slogans or symbols to show that their group is right and the others are wrong
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
The four steps to conflict resolution
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
How to manage and resolve conflict situations?
Collective bargainingCollective bargaining:: it is necessary to have agreed
mechanisms to collectively discuss and resolve issues
that this is far better than avoidance or withdrawal, and puts democratic processes in place to achieve "integrative problem solving"
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
How to manage and resolve conflict situations…cont.
ConciliationConciliation "the act of procuring good will or inducing
a friendly feeling" This is usually attempted before the more
serious step of a strike by workers or a lock-out by management is taken
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
GROUND RULES FOR EFFECTIVE CONFLICT RESOLUTION
Keep interactions respectful, even when feeling frustrated or hurt.
Maintain emotional control, even when feeling angry.
Keep interactions on "hot topics" within a structured process.
Using formalized process, e.g. a planned negotiation, or mediation
Show a willingness to understand. If others feel understood and acknowledged, they are more likely to collaborate
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
GROUND RULES FOR EFFECTIVE CONFLICT RESOLUTION
Communicate honestly and openly. Be as objective as possible. Avoid speculation,
rumors, and assumptions. Express concerns in a constructive manner. Focus on future solutions rather than past
blame. Look for solutions that meet everyone's needs;
find common ground or shared interests.
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
Conflict prevention
Avoid confrontation sometimes Force your opinion sometimes in order to move
forward Bend off sometimes Compromise Assess level of satisfaction in the group with a
decision Put your self in others place Be including – as for other peoples input
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
Conflict prevention…cont.
Listen actively Let people finish talking – don’t interrupt Be respectful to other people and other opinions Be aware of your body language – what are you
signalling Demonstrate good will Have a positive attitude Be flexible Give constructive critic / feedback
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
Ways to hurt people:
Refuse to listen Refuse to realise that the other has more
information to base her opinion on than you Rude or aggressive behaviour leading to a “fight
or flight” situation Intentional attempts to hurt, blame, threaten,
mock or otherwise offend
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
References & Suggested Readings
Presentation on Conflict Management. CBS by Dr. Maysoon Altigani.
http://www.crnhq.org/ http://www.ohrd.wisc.edu/onlinetraining/resolutio
n/index.asp http://www.conflictresolution.com/
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Conflict Management, July 2006 Dr. Ghaiath M. Abas, FMOH/DGHPD
THANKS FOR YOUR TIME AND ATTENTION
Any Questions Please!