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Emotional Intelligence Conflict Management

Emotional intelligence involves understanding and managing one's own emotions and those of others. Conflict management is the practice of handling disagreements sensibly, fairly and efficiently. The document discusses various techniques for managing conflicts, including competing (pursuing one's own concerns), collaborating (finding win-win solutions), compromising (partial solutions), avoiding (withdrawing), and accommodating (prioritizing others' concerns). It provides examples of when each technique may be appropriate and notes advantages and caveats of each approach. The document emphasizes using emotional intelligence, active listening, maintaining respect, and knowing when to take a break during conflicts.

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71 views19 pages

Emotional Intelligence Conflict Management

Emotional intelligence involves understanding and managing one's own emotions and those of others. Conflict management is the practice of handling disagreements sensibly, fairly and efficiently. The document discusses various techniques for managing conflicts, including competing (pursuing one's own concerns), collaborating (finding win-win solutions), compromising (partial solutions), avoiding (withdrawing), and accommodating (prioritizing others' concerns). It provides examples of when each technique may be appropriate and notes advantages and caveats of each approach. The document emphasizes using emotional intelligence, active listening, maintaining respect, and knowing when to take a break during conflicts.

Uploaded by

khorshed
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Emotional

Intelligence
Conflict
Management
Emotional Intelligence:
Emotional intelligence or EI is the
ability to understand and manage
your own emotions, and those of
the people around you. People
with a high degree of emotional
intelligence know what they're
feeling, what their emotions
mean, and how these emotions
can affect other people.
Conflict Management:
Conflict management is the
practice of being able to
identify and handle conflicts
sensibly, fairly, and
efficiently.

Some disagreement and


conflict is inevitable as this
occurs where-ever learning,
negotiating, creativity and
understanding occurs. It is
not that conflict occurs that is
the issue, it is how it is
managed.
Emotional Conflict at professional
life?
 Trigger Word:
A word or sentence that make someone lose their mind.

 Past Reference:
People with bad experience in past will be excited when they are
forced to talk about it.

 Crowd Shaming:
When people gets questioned about their ability in front of people.
Emotional Conflict at professional
life?
 Visible Lie:
Difference between unnecessary and necessary lies is a strong
barrier to be crossed.

 Interpersonal relationship:
Relationship between two conflicting persons provides the best way
to mitigate the chance of conflicting.

 Superiority complex:
When a person feels superior to the person with whom he is working.
Conflict Management
Techniques:
Is conflict a bad thing? Not
necessarily. Often, a
conflict presents
opportunities for
improvement. Therefore, it
is important to understand
(and apply) various conflict
resolution techniques.
These are the most
common 5 techniques of
conflict management.
Competing:
Also known as “Forcing”. An individual firmly pursues his or her own
concerns despite resistance from the other person. This may involve
pushing one viewpoint at the expense of another or maintaining firm
resistance to another person’s actions.
Understanding when forcing may be appropriate:

 In certain situations when all other, less forceful methods, don’t


work or are ineffective.
 When you need to stand up for your own rights, resist aggression or
pressure
 When a quick resolution is required and using force is justified (e.g.
in a life-threatening situation, to stop aggression)
 As a last resort to resolve a long-standing conflict.
Competing:
In our industry, this type of management style is only followed while
collecting bad dues and payments with a not-active customer.

Advantages:
 May provide a quick resolution to a conflict
 Increases self-esteem and draws respect

Caveats:
 May negatively affect your relationship with the opponent in the
long run
 May cause the opponent to react in the same way, even if the
opponent did not intend to be forceful originally
Collaborating:
Also known as “win-win” or “problem solving”. Collaboration involves
an attempt to work with the other person to find a win-win solution to
the problem at hand - the one that most satisfies the concerns of both
parties. The win-win approach sees conflict resolution as an
opportunity to come to a mutually beneficial result. It includes
identifying your opponent’s underlying concerns and finding an
alternative which meets each party's concerns. Examples of when
collaborating may be appropriate:

 When consensus and commitment of other parties is important


 When a high level of trust is present
 When a long-term relationship is important
Collaborating:
This technique is applied during price negotiation and raising stakes.

Advantages:

 Reinforces mutual trust and respect


 Builds a foundation for effective collaboration in the future
 You earn a reputation as a good negotiator

Caveats:

 May require more effort and more time than some other methods.
 Requires a commitment from all parties to look for a mutually
acceptable solution.
Compromising:
Also known as reconciling. Compromising looks for an expedient and
mutually acceptable solution which partially satisfies both parties.
Examples of when collaborating may be appropriate:

 To reach temporary settlement on complex issues.


 To reach expedient solutions on important issues.
 As a first step when the involved parties do not know each other
well or haven’t yet developed a high level of mutual trust.

Generally, this technique is practiced during price negotiation for a


customer, who is new but has a great potential.
Compromising:
Advantages:

 Can provide a temporary solution while still looking for a win-win


solution
 Lowers the levels of tension and stress resulting from the conflict

Caveats:

 Does not contribute to building trust in the long run


 May require close monitoring and control to ensure the agreements
are met.
Avoiding:
Also known as withdrawing. This is when a person neither pursues
their own concerns nor those of their opponent. He or she does not
address the conflict but sidesteps, postpones or simply withdraws.
Examples of when withdrawing may be appropriate:

 When the issue is trivial and not worth the effort.


 When more important issues are pressing, and you don't have time
to deal with it.
 In situations where postponing the response is beneficial to you.
 When you need time to think and collect information before you act
(e.g. if you are unprepared or taken by surprise).
 When you are unable to handle the conflict (e.g. if you are not the
right person to tke the call).
Avoiding:
We receive numerous unethical proposals from our customers which
we just avoid. Time and time, customers come up with un-natural
price negotiations and comparison which we deny.

Advantages:

 Gives the ability/time to focus on more important or more urgent


issues instead

Caveats:

 When multiple parties are involved, withdrawing may negatively


affect your relationship with a party that expects your action
Accommodating:
Also known as smoothing. This is accommodating the concerns of
other people first, rather than prioritizing one’s own concerns or
cause. Sometimes this technique is used to rebuild the relationship.
Examples of when withdrawing may be appropriate:

 When you accept that you are wrong


 When continued conflict would be detrimental for your business.

We use this technique, when complain against our products is on the


higher sides and these are justified.
Accommodating:
Advantages:

 Protects more important interests.


 Gives an opportunity to reassess the situation from a different angle

Caveats:

 May negatively affect confidence in your ability to respond to an


aggressive opponent
 Makes it more difficult to transition to a win-win solution in the
future.
Few Tips:
 Use emotional intelligence and be patient.
 Learn how to be an active listener.
 Listen with the intent to understand, not to reply.
 Use your body language to show the speaker that you are attentive
and following along.
 Maintain the mutual respect.
 There's no point in turning a professional conflict into a personal
vendetta.
 When both parties agree on the resolution, it's time to implement it
as soon as possible.
 Make a record of it in E-mail.
Know when to take a break:
Everyone needs to take a break
before they can come together,
follow the ground rules and
collaborate to get things done.
Calm your nerve, compose
yourself and then finish it.

Someone higher up in the


company may have more conflict
resolution experience and can
guide you, or you can consult with
a conflict management coach.
Thank You

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