Management: Conflict AND Resolution Techniques

CONFLICT
MANAGEMENT
AND
RESOLUTION
TECHNIQUES
CONTENTS
1.CONFLICT
2.CONFLICT MANAGEMENT
3.COMPETITION VS CONFLICT
4.SOURCES
5.ASPECTS
6.TYPES
7.PROCESS
8.CONFLICT RESOLUTION TECHNIQUE
9.THOMAS RESOLUTION STYLE
10.THREE RESOLUTION METHODS
11.WAYS OF NOURISHING CONFLICTS
WHAT IS CONFLICT?
It is simply defined as
disagreement, be it violent or
subtle form between two
persons or parties.
CONFLICT
CONFLI
CT
DEFINITION:
Advice to Managers
@Recognize that conflict is an enduring part of

organizational behavior, and develop the skills to
be able to analyze and manage it.
@When conflict occurs, try to identify its source
and move quickly to intervene to find a solution
before the problem escalates.
@Whenever you make an important change to
role and task relationships, always consider
whether the change will create conflict. Recognize
that good organizational design can prevent
conflict from emerging.
@Recognize that the appropriateness of a conflict
management strategy depends on the source of
the conflict.
CONFLICT
MANAGEMENT:
Conflict management is the
process of planning to avoid conflict
where possible and organising to
resolve conflict where it does
happen, as rapidly and smoothly as
possible.
COMPETITION VS
CONFLICT
•Both occurs when 2 or more parties engage.
•Differ in degree of self interest displayed .
•In conflict one party prevents the success of
other.
E.g.: Hockey, football.
•In competition no direct interference of one
party with other.
E.g.: track events.
COMPETITI
ON
CONFLIC
T
2 MAJOR SOURCES
STRUCTURAL(EXTERNAL):
Conflicts which stem from nature of
organisation & the way in which work
is organised.
PERSONAL(INTERNAL):
Conflicts which arises from
difference among individual.
STRUCTURAL
PERSONAL
SOME COMMON
SOURCES
---scarcity of resources (finance, equipment,
facilities, etc)
---different attitudes, values or perceptions
---disagreements about needs, goals, priorities
and interests
---poor communication
---poor or inadequate organisational structure
---lack of teamwork
---lack of clarity in roles and responsibilities
ASPECTS OF CONFLICT
FUNCTIONAL
DYSFUNCTIONAL
FUNCTIONAL /
CONSTRUCTIVE
CONFLICT
Conflicts that support the goals of the
group & improve its performance.
DYSTRUCTIVE
CONFLICT
The destructive forms of conflict
that hinder group performance .
Positive Outcomes of Conflicts
Conflicts can have constructive outcomes when
they are properly handled. They can:
(1) Provide greater interest in the topic of
discussion,
(2) Stimulate greater feelings of identify,
(3) Cause attention to be drawn to the existing
problems,
(4) Cause diffusion of ideas for the solution for
other problems,
(5) Promote understanding,
(6) Motivate one to work more efficiently.
TYPE
S
INTRAPERSONAL
INTER PERSONAL
INTER GROUP
INTER ORGANISATIONAL
INTRA-within…….INTER-between
Intrapersonal:
Sick child at school
Inter personal:
Personalities,values,attitudes…
Inter group:
Different views, resources.
Inter organisational:
Similar objectives,govt
agency&org,head office&manufacturing
unit.
Pondy’s model of
conflict
LATENT CONFLICT
CONFLICT AFTERMATH
PERCEIVE MANIFEST
FELT
D CONFLICT
CONFLICT
CONFLICT
Stage 1
LATENT CONFLICT :
There is no actual conflict;

 the potential for conflict to arise is
present because of the sources of
conflict previously identified.
STAGE 2
PERCEIVED CONFLICT:
 Each party searches for the origins of the
conflict,
defines why the conflict is emerging,
analyzes the events that led to its
occurrence, and
 constructs a scenario that accounts for
the problems it is experiencing with other
parties.
Stage 3
FELT CONFLICT:
•What began as a small problem
escalates into huge conflict.
• The parties in conflict develop
negative feelings about each
other.
Stage 4
MANIFEST CONFLICT:
Fighting &open aggression are

Common.
One party decides how to react to or deal
with the party that it sees as the source of
the conflict, and both parties try to hurt
each other and thwart each other’s goals.
STAGE 5
CONFLICT AFTERMATH:
Every conflict episode leaves a
conflict aftermath that affects the way
both parties perceive and respond to a
future conflict episode.
What happens when conflict reappears
depends on how it was resolved
the previous time.
CONFLICT
RESOLUTION
TECHNIQUES
Conflict resolution techniques
implies that conflicts can be
resolved--finished, completed,
overcome, or permanently
settled through these
techniques.
THOMAS RESOLUTION
STYLE
COMPETING:
Competing is assertive and
uncooperative an individual pursues
his own concerns at the other
person's expense. This is a power-
oriented mode in which you use
whatever power seems appropriate
to win your own position your ability to
argue, your rank, or economic sanctions.
Competing means "standing up for
your rights," defending a position
which you believe is correct, or
simply trying to win.
ACCOMMODATING:
Accommodating is unassertive
and cooperative the complete
opposite of competing. When
accommodating, the individual
neglects his own concerns to satisfy
the concerns of the other person;
there is an element of self-sacrifice in
this mode. Accommodating might
take the form of selfless generosity
or charity, obeying another person's
order when you would prefer not to,
or yielding to another's point of view.
AVOIDING:
Avoiding is unassertive and
uncooperative the person neither
pursues his own concerns nor those of
the other individual. Thus he does not
deal with the conflict. Avoiding might
take the form of diplomatically
sidestepping an issue, postponing an
issue until a better time, or simply
withdrawing from a threatening situation
AVOIDIN
G
AVOIDING
COLLABORATING:
Collaborating is both assertive and
cooperative the complete opposite of avoiding.
Collaborating involves an attempt to work with
others to find some solution that fully satisfies
their concerns. It means digging into an issue
to pinpoint the underlying needs and wants of
the two individuals. Collaborating between two
persons might take the form of exploring a
disagreement to learn from each other's
insights or trying to find a creative solution to
an interpersonal problem.
COLLABORATI
NG
COMPROMISING:
Compromising is moderate in both
assertiveness and cooperativeness. The
objective is to find some mutually acceptable
solution that partially satisfies both parties. It
falls intermediate between competing and
accommodating. Compromising gives up more
than competing but less than accommodating.
Likewise, it addresses an issue more directly
than avoiding, but does not explore it in as
much depth as collaborating. In some
situations, compromising might mean splitting
the difference between the two positions,
exchanging concessions, or seeking a quick
middle-ground solution.
14 WAYS TO
NOURISH CONFLICT
Not listening
A hostile reaction
Insults
Yelling
Judgments or assumptions
Self-interest
Unrealistic expectations
Blame
Sarcasm
Harsh words
Insincerity
A "How is that my problem?"
attitude
Minimizing a problem
Judging a reaction
Three methods of resolving situations
that have reached the stage of open
conflict are
NEGOTIATION
MEDIATION
ARBITRATION
Negotiation:
This is the process where mandated representatives
of groups in a conflict situation meet together in order to
resolve their differences and to reach agreement. It is a
deliberate process, conducted by representatives of
groups, designed to reconcile differences and to reach
agreements by consensus. The outcome is often
dependent on the power relationship between the groups.
Negotiations often involve compromise - one group may
win one of their demands and give in on another. In
workplaces Unions and management representative
usually follow negotiations to solve conflicts. Political and
community groups also often use this method.
Mediation:
When negotiations fail or get stuck, parties
often call in and independent mediator. This person
or group will try to facilitate settlement of the
conflict. The mediator plays an active part in the
process, advises both or all groups, acts as
intermediary and suggests possible solutions. In
contrast to arbitration (see below) mediators act
only in an advisory capacity - they have no
decision-making powers and cannot impose a
settlement on the conflicting parties. Skilled
mediators are able to gain trust and confidence
from the conflicting groups or individuals.
Arbitration:
Means the appointment of an independent
person to act as an judge in a dispute, to decide on
the terms of a settlement. Both parties in a conflict
have to agree about who the arbitrator should be, and
that the decision of the arbitrator will be binding on
them all. Arbitration differs from mediation and
negotiation in that it does not promote the
continuation of collective bargaining. The arbitrator
listens to and investigates the demands and counter-
demands and takes over the role of decision-maker.
People or organisations can agree on having either a
single arbitrator or a panel of arbitrators whom they
respect and whose decision they will accept as final, in
order to resolve the conflict.
THANK
YOU

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What are the different types of conflicts discussed in the document?

What are the different methods of resolving conflicts mentioned?

CONFLICT

@Recognize that conflict is an enduring part of

There is no actual conflict;

Fighting &open aggression are

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