Conflict Management
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Transcript of Conflict Management
CONFLICT MANAGEMENT
CONFLICT MANAGEMENT
WHAT IS CONFLICT?nA process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.
nIt is any tension that is experienced when one perceives that ones needs or desires are or are likely to be thwarted or frustrated
nIt is the struggle between incompatible or aspiring needs, wishes, ideas, interests or people
CONFLICT COULD ARISEnDUE TO INCONGRUENCE IN
-Goals
-Values
-Having conflicting ideas and thoughts
-Incompatible feelings or emotions
-Acting in ways that are unacceptable to others
TRANSITIONS IN CONFLICT THOUGHTnTraditional View: The belief that all conflict is harmful and must be avoided.
nHuman Relations View: The belief that conflict is a natural and inevitable outcome in any group
nThe interactionist View: The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively.
FUNCTIONAL VS. DYSFUNCTIONAL CONFLICTnFunctional Conflict: Conflict that supports the goals of the group and improves its performance.
nDysfunctional Conflict: Conflict that hinder group performance
TYPES OF CONFLICTnTask Conflict: Conflict over content and goals of work
nProcess conflict: conflict over how work gets done
nRelationship conflict: conflict based on interpersonal relationship
LEVELS OF ORGANISATIONAL CONFLICTnIntra-IndividualnInterpersonalnInter-groupnOrganisational
INTRA-INDIVIDUAL CONFLICTnConflict due to frustration
nGoal Conflict
nRole conflict
CONFLICT DUE TO FRUSTRATIONnArises when motivated drive is blocked
nDefence Mechanisms:
- Aggression - Withdrawal - Fixation - CompromiseGOAL CONFLICTnApproach - Approach
nApproach - Avoidance
nAvoidance - Avoidance
ROLE CONFLICTnRole A position that has expectations evolving from the established norms
nTypes of Role conflict
- Intra- sender conflict - Inter-sender Conflict - Person and the role - Intra-role Conflict - Role overload INTER-PERSONAL CONFLICTnVertical Conflict
nHorizontal conflict
SOURCES OF INTERPERSONAL CONFLICTnPersonal Difference
nInformation Deficiency
nRole Incompatibility
nEnvironmental Stress
ANTECEDENTS TO INTER-GROUP CONFLICTnCompetition for Resources
nTask Interdependence
nJurisdictional Ambiguity
nStatus Struggle
ORGANIZATIONAL CONFLICTnHierarchical Conflict: Outcome of hierarchical based incompatibility
nFunctional Conflict: Conflict between various functional department of the organization
nLine Staff Conflict: It often results from situations in which staff personnel do not possess authority over line personnel
nFormal informal conflict: Informal groups norms for performance may be incompatible with the formal organizations norm for performance
FIVE STAGES OF CONFLICT PROCESSnStage 1:Potential opposition or incompatibility
nStage 2: Cognition and personalization
nStage 3: Intentions
nStage 4: Behaviour
nStage 5: Outcomes
STAGE 1: POTENTIAL OPPOSITION OR INCOMPATIBILITYAntecedent Conditions:-Communication
-Structure
-Personal variables
STAGE 2: COGNITION AND PERSONALIZATIONnPerceived conflict
nFelt conflict
STAGE 3: INTENTIONSConflict Handling Styles- Competing -Collaborating
-Compromising
-Avoiding
-Accommodating
STAGE 4: BEHAVIOUR OVERT CONFLICTnPartys Behaviour
nOthers Reaction
CONFLICT-INTENSITY CONTINUUMSTAGE 5: OUTCOMESnIncreased group performance
nDecreased group performance
ANALYSIS OF INTERPERSONALCONFLICT: JOHARI WINDOWnArena or Public Self: This part of an Individuals behaviour known both to himself and to those with whom he interacts.
nBlind Area: Contains those aspects of the persons behaviour and style that others know but the person himself does not know about
nClosed Area: That which known to the person but not revealed to others
nDark Area: Inaccessible to both self and others
nThe Arena or Open Space is critical for personal effectiveness
nArena increases in proportion to the decrease in the blind and the closed area
OPENNESSnSelf- disclosure: Sharing with others what others do not seem to know about ones self
nFeedback: Being open to what others say on aspects which one may not be aware of
CAROLSQUE OPENNESSnOpenness without accompanying sensitivity to others in a situation
nCan result from insensitivity to the recipients of the communication
RECEIVING FEEDBACKnNegative Feedback creates dissonance with self-image, and may be threatening to the ego, leads to the defensive behaviour
nDefensive Behaviour does not serve the behaviour, may reduce anxiety, the conflict in the self is not resolved
OUTCOMES FOR INTERPERSONAL CONFLICT RESOLUTIONnLOSE-LOSE
nWIN LOSE
nWIN-WIN
CONFLICT MANAGEMENT STYLES
nAvoiding: Uncooperative and Unassertive. Associated with withdrawal, sidestepping the situation.
nCompeting: Uncooperative but Assertive. Identified with win-lose orientation.
nCollaboration: Cooperative and Assertive. Associated with problem solving attitude.
nAccommodation: Unassertive and highly cooperative.
nCompromise: Medium level of assertiveness and cooperativeness
APPROPRIATE SITUATIONS OF USING DIFFERENT STYLESnAVOIDING:
-Issue is trivial
-When more pressing matters are to be handled within a limited time frame
-When ones power is very low and there is no possibility of satisfying ones own concern
-When potential damage of confronting the situation outweighs the benefit
nCOMPETITION:
-When quick decision is vital
-On important issues, where unpopular actions need implementing
-On issues vital to the organisations welfare & when you know you are right
-Issues are important to the party or when an unfavourable decision by the other party may be harmful to the first parrty.
nCOLLABORATION
-To find an integrative solution when both sets of concerns are too important to be compromised
-When your objective is to learn
-When one party cannot solve the problem
-To merge insights from people with different perspective
nACCOMMODATION
-Where the individual realises that he or she is wrong
-The issue is much more important to the other person than the concerned individual
nCOMPROMISE
-When goals are important, but not so important as to risk potential disruptions by taking more assertive positions
-To settle complex issues as a short term remedy till a satisfactory and permanent solution to the problem can be found
-As a backup when collaboration or competition is unsuccessful
MANAGEMENTS APPROACHES TO INTERGROUP CONFLICT MANAGENMENT
nAvoidance: Attempts to keep away the conflict from surfacing.
nDefusion: Attempt is made to deactivate the conflict and cool off the emotion and hostilities. Playing down importance of conflict or establishing a super ordinate goal
nContainment: Some conflict is allowed to surface, but it is carefully contained by spelling out which issues are to be discussed and how they are to be resolved
nConfrontation: All issues are brought into the open, and the conflicting groups directly confront the issues and each other in an attempt to reach an mutually satisfactory solution
CONFLICT MANAGEMENT nConflict management does not imply avoidance , reduction or termination of conflict.
nIt involves designing effective strategies to minimise the dysfunction of conflict and enhancing the constructive functions
CONFLICT MANAGEMENT STRATEGIESnThe conflicts which have negative effects on individual and group performance may have to be reduced.
nMinimize affective conflict at various levels
nAttain and maintain moderate amount of substantive conflict
nSelect and use appropriate conflict management style
CONFLICT MANAGEMENT STRATEGIESnRole conflict can be resolved by clarifying demands
nIndividuals belonging to different departments can be rotated from time to time
nDependence of common resources by impersonal allocation of rules or giving control of ones own resources or introducing large buffer inventories
nCreate a linking position to facilitate communication between conflicting groups