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    Conflict Management: Presented by Ravneen Sachin Saifi Sana

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    Ajay Saini
    This document discusses conflict management in organizations. It defines conflict as disagreements that arise from different ideas, perspectives, priorities, beliefs, and goals. Organizational conflict occurs when the goals of individuals or groups are incompatible. While some conflict is inevitable and can promote innovation, excessive conflict causes managers to spend too much time achieving their own ends. Conflict can lower morale and creativity if not managed constructively. The document outlines sources of conflict and types of conflict, as well as strategies for coping with conflict such as avoidance, competition, accommodation, compromise, and collaboration. It provides steps for resolving conflict through open communication and finding solutions that satisfy all parties.

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    Conflict Management: Presented by Ravneen Sachin Saifi Sana

    Uploaded by

    Ajay Saini
    178 views35 pages
    This document discusses conflict management in organizations. It defines conflict as disagreements that arise from different ideas, perspectives, priorities, beliefs, and goals. Organizational conflict occurs when the goals of individuals or groups are incompatible. While some conflict is inevitable and can promote innovation, excessive conflict causes managers to spend too much time achieving their own ends. Conflict can lower morale and creativity if not managed constructively. The document outlines sources of conflict and types of conflict, as well as strategies for coping with conflict such as avoidance, competition, accommodation, compromise, and collaboration. It provides steps for resolving conflict through open communication and finding solutions that satisfy all parties.

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    This document discusses conflict management in organizations. It defines conflict as disagreements that arise from different ideas, perspectives, priorities, beliefs, and goals. Organizational conflict occurs when the goals of individuals or groups are incompatible. While some conflict is inevitable and can promote innovation, excessive conflict causes managers to spend too much time achieving their own ends. Conflict can lower morale and creativity if not managed constructively. The document outlines sources of conflict and types of conflict, as well as strategies for coping with conflict such as avoidance, competition, accommodation, compromise, and collaboration. It provides steps for resolving conflict through open communication and finding solutions that satisfy all parties.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    178 views35 pages

    Conflict Management: Presented by Ravneen Sachin Saifi Sana

    Uploaded by

    Ajay Saini
    This document discusses conflict management in organizations. It defines conflict as disagreements that arise from different ideas, perspectives, priorities, beliefs, and goals. Organizational conflict occurs when the goals of individuals or groups are incompatible. While some conflict is inevitable and can promote innovation, excessive conflict causes managers to spend too much time achieving their own ends. Conflict can lower morale and creativity if not managed constructively. The document outlines sources of conflict and types of conflict, as well as strategies for coping with conflict such as avoidance, competition, accommodation, compromise, and collaboration. It provides steps for resolving conflict through open communication and finding solutions that satisfy all parties.

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    CONFLICT MANAGEMENT

    PRESENTED BY RAVNEEN SACHIN SAIFI SANA

    What is Conflict?
    A disagreement between people that may be the result of different: Ideas Perspectives Priorities Preferences Beliefs Values Goals Organizational structures

    Organizational Conflict
    Organizational Conflict The discord that arises when goals, interests or values of different individuals or groups are incompatible and those people block or thwart each others efforts to achieve their objectives. Conflict is inevitable given the wide range of goals for the different stakeholder in the organization. - Lack of conflict signals that management emphasizes conformity and stifles innovation. - Conflict is good for organizational performance although excessive conflict causes managers to spend too much time achieving their own ends.

    Conflict Can cause organizational distress

    Low morale Complaints and bickering Minimum creativity Lack of team spirit Absenteeism and turnover

    The Effect of Conflict on Organization Performance

    Sources of Conflict

    Sources of Conflict
    Ambiguous jurisdictions: I dont know who has the sign off on that issue. Conflict of interest: Doesnt she belong to the College too? Communication barriers: They never return phone calls. Unresolved prior conflicts: We always have a problem with the Feds about the final report.

    Over dependency of one party: We will have to wait until the Budget is announced.

    Misconceptions about Conflict

    Harmony is normal Conflict is abnormal Conflicts and disagreements are the same Conflict is the result of personality problems Conflict and anger are the same

    Types of Conflict
    Interpersonal Conflict Conflict between individuals due to differences in their goals or values. Intragroup Conflict Conflict within a group or team. Intergroup Conflict Conflict between two or more teams or groups. Managers play a key role in resolution of this conflict Interorganizational Conflict Conflict that arises across organizations.

    Understanding Conflict
    Stage Frustration Conceptualization
    Determine the problem

    Behavior is based on beliefs

    Behavior
    Outcome Individual Thought or Action Blocked from satisfying goals

    The conflict is resolved in one of three ways: - win/lose, - lose/lose, - win/win

    Conflict Management
    Constructive Conflict Growth occurs Problems are resolved Destructive Conflict Leads to negativism Diminished resolutions

    Unifies a group
    Enhances productivity Increases commitment

    Group division
    Decreases productivity Lessens satisfaction

    Conflict is destructive when it


    Takes attention from important activities Undermines morale or self-esteem Polarizes people and groups Jeopardizes teamwork

    Leads to negative behavior


    Creates stress

    Conflict is constructive when it


    Identifies and clarifies important issues Solves problems Results in something for everyone

    Causes authentic communication


    Leads to sharing information Encourages cooperation Builds/strengthens interpersonal skills

    Conflict Manifestation

    Phase One Frustration Phase Two Conceptualization of cause Phase Three Behavior directed at cause Phase Four Outcome as a result of the behavior

    Defensive Coping
    Assumes that the problem is caused by the other person. Develops a private diagnosis and solution.

    Tries to get other person to change by using


    logic, indirect influence, or critique.

    If other person resists, that confirms #1.


    Responds to resistance through intensifying pressure, protecting, or rejecting the other person. If efforts are unsuccessful, its the other persons fault.

    Going Beyond Defensive Coping


    Begin with communication
    Focus on active listening techniques Separate the problem from the person Use I statements

    Conflict Resolution

    Phases of Conflict Management


    Collect data: know the cause and remain objective. Probe: ask open-ended questions and listen actively. Save face: work toward a win/win result.

    Common interests: redefine the conflict.


    Reinforce: give support to common ideas. Negotiate: suggest partial solutions or compromises. Solidify adjustments: review agreements/resolutions.

    How Do You Cope With Conflict?


    Five strategies exist for coping with conflict
    Avoidance Competition

    Accommodation
    Compromise Collaboration

    Five Modes for Handling Conflict


    Avoidance: steering clear of and denying the existence of the conflict and disagreement. Accommodate: letting the other person decide totally what the resolve is to be. Compete: aggressively pursuing ways to win from my own perspective. Compromise: looking after both parties interests. Collaborate: assertively looking after my interests but equally concerned with the interests of the other person.

    Coping With Conflict


    Avoidance. Most preferred strategy during initial stages. Individuals fail to address the conflict. -Nothing to lose. -Lack of time. -Inappropriate time or place. -Individuals are angry. -Emotional involvement.

    Postponing a resolution hinders group progress.

    Competition. A power-oriented strategy. One party pursues his/her own concerns. - Results in one winner and one loser. - Usually based on limited resources. -The resolution decreases cooperation within the group. Competition should be based on whether winning the conflict is beneficial to individuals or the group.

    Accommodation. A strategy for resolving immediate needs. Contains an element of self-sacrifice. - The issue is more important to the other party. - You discover that you were wrong. - Preserving harmony is important. Accommodation emphasizes common interests and deemphasizes differences in the group.

    Compromise. A strategy for finding an expedient solution. Resolution is mutually acceptable for all parties. - A temporary settlement for complex issues. - Group goals outweigh assertive strategies. - Individuals of equal status are equally committed. Compromise works towards partially satisfying both parties, but each party must honor the resolution for continued satisfaction.

    Collaboration. A strategy that fully satisfies both parties. Encourages teamwork and cooperation. - There must be a high level of trust. - A need to gain commitment from others. - A need to work through hard feelings. The best decisions are made with collaboration, given the presence of trust, respect, and communication among group members.

    Three Assumptions in Disagreement


    Lose-Lose: everyone loses when people try to work out their disagreements. Win-Lose: someone wins and someone loses; the best that can be hoped for in disagreements.

    Win-Win: everyone can win.

    Outcome of Conflict
    High

    Win /Lose

    Win/ Win

    You

    Lose/Lose Low Others

    Lose/ Win

    High

    Modes of Handling Conflict

    High Compete Collaborate

    ASSERTIVENESS

    Compromise

    Avoid Low

    Accommodate

    COOPERATIVENESS

    High

    Dysfunctional Consequences
    When it keeps people from getting work done.

    When it threatens the relationship; destroys confidence and trust.


    When it becomes personal; feelings are hurt. When it dictates conformity; people are forced to a decision.

    Functional Consequences
    When it increases the involvement of people. When it leads to growth. When relationships are clearly defined. When it provides an outlet for stress, anxiety, frustration, anger. When it leads to cohesion within the group.

    Wilsons Method of Conflict Management


    1. Evaluate interpersonally: know and understand the conflict. 2. Define interpersonally: share feelings and perceptions publicly.

    3. Identify shared goals: this may mean developing some ideas about both parties would like to have as a result.
    4. Generate possible resolutions: develop a list of all possible ways the differences can be resolved.

    5. Weigh the resolutions against the goals: find out how well each of the possible resolutions satisfy or meet the goal or goals generated in step 3. 6. Select best solution: identify which among the alternatives is the best, most satisfying and agreeable one. 7. Evaluate resolution: when the resolution has been put into place or acted upon, ascertain whether it had its intended effect

    Conclusion: Conflict Management


    Individual worth and integrity remain intact or are preserved.
    Unreal assumptions are filtered out, and replaced with reality centered and agreed upon ones. Goal setting becomes realistic and futuristic. Action steps for what was decided are clearly outlined and agreed upon.

    Hints for Conflict management


    Focus

    on positive outcomes.

    One issue at a time.

    Review previous issues.


    Choose correct timing. Avoid inclusive words. Agree to disagree. Dont insist on being right.

    THANK YOU

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