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Conflict Management
This document discusses conflict management and resolution strategies. It begins by outlining the objectives of identifying and understanding conflict, its causes in the workplace, and learning resolution styles and techniques. It then defines conflict and lists the most common causes in the workplace, such as conflicting needs, perceptions, goals, pressures, roles, values and styles. The document also presents five approaches to conflict resolution: avoiding, accommodating, compromising, competing and collaborating. Finally, it provides a five-step process to resolving conflicts through mutual involvement, understanding different perspectives, presenting your perspective, deciding on an action plan, and expressing appreciation.
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Conflict Management
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- 2. OBJECTIVES Identify and understand conflict. Identifycauses of conflict in the workplace Learn conflict resolution styles Practice resolution strategies
- 3. PRE-TEST Conflict Description 1. ConflictingNeeds 2. Conflicting Perceptions 3. Conflicting Goals 4. Conflicting Pressures 5. Conflicting Roles 6. Different Personal Values 7. Conflicting Styles a. When an associate is asked to perform a function outside their job function b. When a people view the same incident in dramatically different ways c. When diversity is not accepted in the workplace. d. Differences in the way we approach people and issues. e. When workers compete for resources, recognition and power f. When all objectives are important and necessary g. When two or more people are responsible for separate actions with the same deadline 7 Causes of Conflict in the Workplace
- 4. CONFLICT What comes inyour mind when you hear the word conflict?
- 5. Perfect organizational healthis not from freedom from conflict. On the contrary, if properly handled, conflicts can lead to more effective and appropriate adjustments.
- 6. WHAT IS CONFLICT? Anexpressed struggle between at least two interdependent parties who perceive incompatible goals, scarce resources and interference from other party in achieving their goals. “Wherever there is interaction, there is conflict”
- 7. 3 VIEW OFCONFLICT • All conflicts are harmful and must be avoidedTRADITIONAL • Conflict is natural and inevitable outcome in any group. HUMAN RELATION VIEW • Conflict is absolutely necessary for group to perform effectively. INTERACTION IST VIEW
- 8. FORMS OF INTERACTIONISTCONFLICT Functional Conflict Conflict that supports the goals of the group and improves its performance Dysfunctional Conflict Conflict that hinders group performance.
- 9. 3 types ofConflicts 1. Task Conflict – Conflict over content and goals of the work 2. Relationship Conflict – Conflict based on the interpersonal relationship 3. Process Conflict – conflict over how work gets done
- 10. 7 COMMON CAUSESOF WORKPLACE CONFLICTS 1. Conflicting Needs Whenever workers compete for scarce resources, recognition, and power in the company's pecking order, conflict can occur. 2. Conflicting Styles Differences in the way we approach people and issues.
- 11. 7 COMMON CAUSESOF WORKPLACE CONFLICTS 3. Conflicting Perceptions View the same incident in dramatically different ways. 4. Conflicting Goals Associates may have different viewpoints about an incident, plan, or goal.
- 12. 7 COMMON CAUSESOF WORKPLACE CONFLICTS 5. Conflicting Pressures Conflicting pressures can occur when two or more associates or departments are responsible for separate actions with the same deadline 6. Conflicting Roles Conflicting roles can occur when an associate is asked to perform a function that is outside his or her job requirements or expertise or another associate is assigned to perform the same job
- 13. 7 COMMON CAUSESOF WORKPLACE CONFLICTS 7. Different Personal Values Conflict can be caused by differing personal values. Segregation in the workplace leads to gossiping, suspicion, and ultimately, conflict (Hart 2009). Associates need to learn to accept diversity in the workplace and to work as a team.
- 14. How do wehandle conflict that arises in the workplace? ?
- 15. CONFLICT RESOLUTION Is theprocess of resolving a dispute by addressing and meeting at least some of each side’s needs and concerns. “Dialogue is the most effective way of resolving conflict “
- 16. 5 Conflict ResolutionStyle 1. Avoiding 2. Accommodating 3. Compromising 4. Competing 5. Collaborating
- 17. 5 Conflict ResolutionStyle Ignores the situation altogether. Either one or both of the people involve in the conflict Often called the “Mushroom Style” 1. Deny / Avoid “I am not going to deal with it until it gets so out of hand that I have to address it”
- 18. 5 Conflict ResolutionStyle used when you set aside your own wants or needs and focus on those of others. You leave your own concerns behind and accommodate for those of someone else. Everything looks good on the surface but discontent is underneath. The purpose is to preserve the relationship and not “rock the boat”’ 2. Smooth / Accommodating
- 19. 5 Conflict ResolutionStyle tries to find a way to partially satisfy people on both sides of the argument. Adjustments are made on both ends to resolve the conflict at hand. Often useful on a short-term basis. 3. Compromising
- 20. 5 Conflict ResolutionStyle you take a firm stance and refuse to see the perspective of the other parties. 4. Competing
- 21. 5 Conflict ResolutionStyle Includes finding a solution that will appease all involved parties. “win-win” style of conflict management 5. Collaborating
- 22. 5 Steps inResolving Conflict Step 1 • Establish mutual involvement Step 2 • Understand the other point of view Step 3 • Present your perspective Step 4 • Decide on an action plan Step 5 • Express your appreciation
- 23. 5 Steps inResolving Conflict Establish Mutual Involvement Briefly describe the problem. Make a concise statement of the issue. Describe the problem objectively and establish why the other person vested interest.
- 24. 5 Steps inResolving Conflict Understand the other Point of View • It is good idea to let the other person speak first. • It's important that everyone understands each party's underlying interests, needs and concerns. So, take a positive stance, keep the conversation courteous, and avoid blaming anyone.
- 25. 5 Steps inResolving Conflict Present your Perspective • Describe the what, who, when and where of the problem as you see it. • Describe the impact of the situation • Use specific, non-accusatory language • Don’t hint, generalize or make assumptions.
- 26. 5 Steps inResolving Conflict Decide on a Plan • Agree on the issues to be addressed • Identify the next logical step • Share responsibility • Document what you have agreed to If no agreement seems possible – end the discussion – agree to disagree
- 27. 5 Steps inResolving Conflict Express your Appreciation • Acknowledgement and appreciation of the other party’s positive behavior • Expressing appreciation can be a very powerful message if it is conveyed with integrity and respect. Have an attitude of gratitude
- 28. Do notavoid the conflict, in hopes it will simply go away. Meet with the involved parties as soon as possible and follow the conflict resolution steps Remember – conflict affects everyone, with whom the conflicting parties interact with not just the involved parties. Key points to remember in dealing with conflict
- 29.
Editor's Notes
- #8 Tradition- viewed negatively. Used as a destruction, dysfunctional outcome resulting from poor communication (1930-1940 theory) Human Relation- natural occurrence in a group. It cannot be eliminated, at times conflict may benefit a group’s performance. (1940-1970 theory ) Interactionist – encourages conflict. Support the group and improve its importance. (Innovation)
- #9 FUNCTIONAL CONFLICT – constructive, increase information and ideas, encourages innovative thinking, unshackles different point of view and reduce stagnation DYSFUNCTIONAL CONFLICT – when it keeps people from getting the work done, when it threatens the relationship; destroys confidence and trust.
- #10 Task Conflict - For example, coworkers who are arguing about which one of them should go to an out-of-town conference may have a deeper conflict based on a sense of rivalry. Relationship Conflict - resulting from either personality clashes or negative emotional interactions between two or more people. For example, you may have a conflict with your cube mate because you keep a very tidy workspace and his is always messy. This irritates you and causes tension in the cubicle Process Conflict - refers to disagreement over the methods or procedures the group should use in order to complete its tasks. It occurs when strategies, policies, and procedures clash
- #11 NEEDS - Because everyone requires a share of the resources (office space, supplies, the boss’s time, or funding) to complete their jobs, it should come as no surprise when a less satisfied employee submits a complaint STYLES - An example of conflicting styles would be where one worker works best in a very structured environment while another worker works best in an unstructured environment. These two workers could easily drive each other crazy if they constantly work in conflict with one another and do not learn to accept one another’s workstyle.
- #12 PERCEPTIONS - two or more people can view the same event in a totally different way. This mismatch of perceptions can lead to a lot of workplace conflict. This happens all the time in meetings, where o ne message is shared verbally with many people. Often each person will have their own interpretation of what the directive means. GOALS -
- #13 PRESSURE - For example, Manager A needs Associate A to complete a report by 3:00 P.M., which is the same deadline that Associate B needs Associate A to have a machine fixed. In addition, Manager B (who does not know the machine is broken) now wants Associate B to use the broken machine before 3:00 P.M. What is the best solution? The extent to which we depend on each other to complete our work can contribute greatly to conflict ROLES -
- #14 PERSONAL VALUES - Personal values are a complex and emotional topic. In a workplace, it’s likely that people of different backgrounds, upbringings and religions are coming together in tight quarters. These values can sometimes rub up against one another and start fires.
- #15 Given this causes of conflict in the workplace, who do we handle them when they arise.
- #18 By avoiding the conflict, you essentially pretend that it never happened or doesn’t exist. Some examples of avoidance or withdrawal include pretending there is nothing wrong, stonewalling or completely shutting down. When to use: When the conflict is meaningless When you don’t have the time to manage the conflict When you aren’t sure how you feel the issue yet.
- #19 rock the boat, you do or say something that will upset people or cause problems: Don't rock the boat until the negotiations are finished. When to use: -When you are wrong When you don’t care about the issue as much as the other person When you want the workplace to be peaceful When there is not point on arguing.
- #20 When to use: When reaching a solution is more important than the solution itself. When you need a temporary solution. When you are at a standstill.
- #21 When to use: When you have to stand up for yourself, your rights, or your morals When a less forceful conflict management style is ineffective. When nothing else is working and you have reached your last resort.
- #22 The best resolutions to conflicts are the ones where both parties benefit without having to give up anything else in return. When to use: When the relationship is important. When the final solution will have a significant impact. When the interests, needs, and beliefs of all involved people need to be considered.
- #27 "Agree to disagree" or "agreeing to disagree" is a phrase in English referring to the resolution of a conflict (usually a debate or quarrel) whereby all parties tolerate or allowing the idea but do not accept the opposing position(s). It generally occurs when all sides recognise that further conflict would be unnecessary, ineffective or otherwise undesirable.
- #28 An attitude of gratitude means making it a habit to express thankfulness and appreciation in all parts of your life, on a regular basis, for both the big and small things alike.