Uploaded byAsif Razzaq
Conflict Management -Overview & Techniques
This document discusses conflict management. It defines conflict as friction between individuals due to differences in opinions, ideas, beliefs, values, needs or objectives. Conflict can be functional when it works toward goals or dysfunctional when it blocks goals. Conflict occurs at different levels, from interpersonal to inter-organizational. Effective conflict management involves keeping conflict cognitive rather than personal, understanding different perspectives, building agreement, and planning next steps. Various conflict management styles like avoiding, accommodating, competing, compromising and collaborating are described.
More Related Content
Similar to Conflict Management -Overview & Techniques
Conflict Management -Overview & Techniques
- 1.
- 2.
- 3. Conflict may bedefined as friction between individuals due to differences of opinions, ideas, beliefs, values, needs or objectives 3 What is Conflict?
- 4. WHY CONFLICT HAPPENS Conflictis… A normal, inescapable part of life A periodic occurrence in any relationship An opportunity to understand opposing preferences and values ENERGY 4
- 5.
- 6. Functional vs. Dysfunctional 6 Functionalconflict: works toward the goals of an organization or group Dysfunctional conflict: blocks an organization or group from reaching its goals
- 7.
- 8. Levels & Typesof Conflict 8 Individual Group Organization Type of conflictLevel of conflict Within and between organizations Within and between groups Within and between individuals
- 9. Conflict Level &Unit Performance 9
- 10. Intra-organizational Conflict 10 Conflictthat occurs within an organization At interfaces of organization functions Can occur along the vertical and horizontal dimensions of the organization Vertical conflict: between managers and subordinates Horizontal conflict: between departments and work groups
- 11. Intra-Group Conflict 11 Conflict amongmembers of a group Early stages of group development Ways of doing tasks or reaching group's goals Intergroup conflict: between two or more groups
- 12. Inter-Personal Conflict 12 Betweentwo or more people Differences in views about what should be done Efforts to get more resources Differences in orientation to work and time in different parts of an organization
- 13. Intra-Personal Conflicts 13 Occurswithin an individual Threat to a person’s values Feeling of unfair treatment Multiple and contradictory sources of socialization Related to the Theory of Cognitive Dissonance and negative inequity
- 14. Inter-Organizational Conflict 14 Between twoor more organizations Not competition Examples: suppliers and distributors, especially with the close links now possible
- 15. Conflict Table 15 Win-Win Lose-Win Win-LoseLose-Lose I win I lose You win You lose
- 16. Table Explanations 16 Competition (win-losesituation) Accommodation (win-win situation) Avoidance (lose-lose situation) Compromise (lose-lose situation) Collaboration (win-win situation)
- 17. Why Does ConflictArise? 17
- 18. No Two Peopleare Same 18
- 19.
- 20.
- 21. Different Approaches' toProblem Solving 21
- 22.
- 23. Competition for LimitedSources 23
- 24. Difference in Goalsand Values 24
- 25.
- 26.
- 27. Positive Effects ofConflicts 27 Triggers the need for searching for new facts and solutions. Improves group cohesiveness
- 28. Negative Effects ofConflict 28 Reduces productivity Delays the decision-making process
- 29. How can wemanage the energy of conflict? 29
- 30. Use cognitive conflict Disagreementabout ideas and approaches Issue focused, not personal Characteristic of high performing groups Amason, A.C., Thompson, K.R., Hochwarter, W.A., & Harrison, A.W. (1995, Autumn). “Conflict: An Important Dimension in Successful Management Teams.” Organizational Dynamics, 24(2), 22-23. 30
- 31. Avoid affective conflict 31 Personalantagonism fueled by differences of opinion Destructive to group performance and cohesion
- 32. How can wekeep conflict cognitive? 1. Make the approach 2. Share perspectives 3. Build understanding 4. Agree on solutions 5. Plan next steps Mediation Services. (2003). Foundational concepts for understanding conflict. Winnipeg, MB, Canada. 32
- 33. Step 1. Makethe approach Reflect before you begin Invite the other party to a conversation Be clear about your intentions State your goal - a positive resolution Ibid. 33
- 34. Step 2. Shareperspectives Ask for the other person’s perspective Paraphrase what you hear Acknowledge your contribution Describe your perspective Ibid. 34
- 35. Understand why yourviews differ 35 (Read from bottom to top) I take action I adopt beliefs I draw conclusions I add meaning I select data Observable data Clark, W. (October 17, 2005). People Whose Ideas Influence Organisational Work - Chris Argyris. In Organisations@Onepine. Retrieved March 8, 2009, from http://www.onepine.info/pargy.htm
- 36. Name the issues Identifytopics that the parties view as important to address Use concise neutral language Avoid pronouns Use issues to create the agenda Foundational Concepts for Understanding Conflict. 36
- 37. Step 3. Buildunderstanding Discuss one issue at a time Clarify assumptions Explore interests and feelings Ibid. 37
- 38. Step 4. Agreeon solutions Reality test – Is this doable? Durability test – Is this durable? Interest test – Does this meet all parties’ interests? Ibid. 38
- 39. Step 5. Plannext steps Jointly create action plan What needs to happen? Who needs to do what? By when? How will interaction take place if problems occur? Ibid. 39
- 40.
- 41. 41 Use avoidance Whenan issue is trivial To temporarily delay, allow emotions to cool Use accommodation When you find you are wrong As a favor, build relationship Use competition When quick, decisive action vital When don’t trust opponent Use compromise When goals are important but not worth the effort/disruption of more assertive approach Use collaboration When concerns are too important to be compromised When objective is to merge insights, gain commitment When have the time
- 42. 42 Focus on compromising, collaboratingstyles Focus on (super ordinate) shared goals requiring cooperation Use communication skills Use problem solving/ decision-making skills Expansion of resources Smoothing Altering human variable Altering structural variables Bringing in outsiders Restructuring the organization Appointing a devil’s advocate Authoritative command
- 43.
- 44.
- 45.
- 46.
- 47.
- 48.
- 49. You get thepicture… What doesn’t work 49
- 50. Match and lower, matchand raise What does work 50
- 51. Skills 51 Negotiate Solve the problem Conceptualskills Communication Skills
- 52.
- 53. 53 Manage emotions andtempers Resolve the conflict in a healthy way Be polite and respectful
- 54.