Conflict Management " The best general is the one who never fights." --Sun Tzu, Chinese military...
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Conflict ManagementConflict Management
"The best general is the one who never fights."--Sun Tzu, Chinese military strategist
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ConflictConflict
• Happens in all spheres of life
• At different levels- Micro level
intra-personal
- Macro level international
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At different levels
- Micro level
intra-personal
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At different levels
At different levels- Macro level
international
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ConflictConflict
• Conflicts are often thought of as disagreements or problems at an interpersonal level. But these aren’t necessarily conflicts.
• On the other hand, a problem exists when there is a divergence of opinion that does affect behavior, decisions or the ability to accomplish a task. If there is also a belief that the interests or goals of the parties involved cannot be achieved simultaneously, then the problem has become a conflict. The ability to differentiate these various possibilities is an important first step in developing a conflict resolution strategy
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WhatWhat is Conflict
Conflict is defined by 2 things:
The issue or goal upon which the conflict is based and the relationship between the conflicting parties.
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Types of ConflictTypes of Conflict
Concern
Goals
Resources
Power
Ideology
Norms
Relationships
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Different views on Different views on conflictconflict
Traditional View
Behavioral View
Interactionist View
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Effects Of ConflictsEffects Of Conflicts
• Loss of Morale
• Missing of Deadlines
• Reduced Productivity
• High Employee Turnover
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Effects Of ConflictsEffects Of Conflicts
• Distrust
• Increased stress
• Abusive behavior
• Reduced collaboration
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Why Conflict Is Not Addressed
• managers and executives often fail to recognize what constitutes real conflict in their organizations
• general discomfort in dealing with issues involving strong emotions, some managers won’t intervene unless situations go to extremes, or will ignore conflict (consciously or unconsciously) fearing that if they intervene, they assume responsibility for the resolution.
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Why Conflict Is Not Addressed
• Some employees fear that if they bring attention to conflict issues they will be labeled as hard to get along with or simply not "team players".
• Most disputants who have not developed career related negotiation skills (such as sales or purchasing) have little ability to negotiate effectively.
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Steps towards conflict resulition
• Detect potential sources of• Discuss the effects of conflict
on both the individual employee and the workplace environment
• Identify techniques for reacting to conflict
• Identify and apply communication skills that will aid in the resolution of workplace conflicts
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“Education Is Better Than Persuation”
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Conflict Resolution Management
Avoidance Mode
Resignation
Withdrawal
Diffusion
Appeasement
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Conflict Resolution Management
Approach Mode
Confrontation
Compromise
Arbitration
Negotiation
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Conflict Resolution Management
Contingency Approach
Power Play
Bargaining
Collaboration
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Setting up of effective conflict mgt. Sys
A corporate policyDocumentation TrainingMonitoring, Evaluation, & Course correction
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Setting up of effective conflict mgt. Sys
• Conflict prevention is the first goal. is. • resolved as quickly as possible. • Conflicts are best addressed as directly• Conflicts should be dealt with at the most
informal level • Arbitration and litigation are always options
for resolving conflicts.• A conflict be resolved through informal
dialogue between the parties or in mediation than having to resort to the more formal
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Tips to Keep in mind
Keep a reasonable perspectiveTake the time to surveyInitiate negotiations. Sense of humor-this can diffuse the tension that may inhibit a solutionAvoid "win-lose" outcomes. With most conflicts, there is no "right" or "wrong" answer. Use your creative brain to come up with alternative solutions.
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Tips to Keep in mind
• Don't get defensive. See point directly above.
• Remove your ego from conflict. • Don't maintain constant eye contact. • If things get out of control, become too
heated, or are going nowhere, it might be a good idea to suggest that the issue be addressed at a later date
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• Message: 5• Date: Sat, 26 Oct 2002
00:57:26 -0700 (PDT)• From: Ashish Bubna
<[email protected]>• Subject: Re: Conflict
Management
• Hi,
• Hope this ppt will be useful..
• Regards,
• Ashish