CONFLICT

CONFLICT

“A state of incompatibility of ideas between two or more parties or individuals.”

MEANING

DEFINITION

Conflict can be defined as an expressed struggle between at least two interdependent parties, who perceive that incompatible goals, scarce resources, or interference from others are preventing them from achieving their goals

Wimot and hocker,2001

Presented by: Dr.Samar

Not as they areBut as we are

GENERAL CAUSES OF CONFLICTS Scarcity of resources Different attitudes, values or

perceptions. disagreements about needs, goals,

priorities and interests Poor communication poor or inadequate organizational

structure lack of teamwork lack of clarity in roles and

responsibilities

TYPES OF CONFLICTS

IntrapersonalInterpersonalIntragrouporganisational

INTRAPERSONAL

An intrapersonal conflict occurs within an individual in situations in which he or she must choose between two alternatives

INTERPERSONAL CONFLICTconflict between two or more

individuals. INTERGROUP CONFLICT refers

to disagreements or differences between the members of two or more

groups.

ORGANIZATIONAL CONFLICTS

conflict also occurs in organization because of differing perceptions or goals.

THE CONFLICT PROCESS

LATENT CONFLICT PERCEIVED CONFLICTFELT CONFLICTMANIFEST CONFLICTCONFLICT RESOLUTIONCONFLICT AFTERMATH

EFFECTS OF CONFLICT IN ORGANIZATIONS

DESTRACTIVE EFFECTS• Stress• Absenteeism• Staff turnover• De-motivation• Non-productivity

CONSTRUCTIVE EFFECT

•Improves decision quality

•Stimulates creativity

•Encourages interest

SIGNS OF CONFLICT BETWEEN INDIVIDUALS

Colleagues not speaking to each other or ignoring each other

Contradicting and bad-mouthing one anotherDeliberately undermining or not co-operating

with each other.

OUTCOMES OF CONFLICT

Win-lose outcome Lose-lose outcome Win- win outcome

Grrrrr….. Grrrrr…..

Conflict Management

MULTIPLE FACTORS

Identify the boundaries of the conflict.

Understand the factors that limit the possibilities of managing the conflict constructively.

CONT………..

Be aware of whether more than one issue is involved.

Be open to the ideas, feelings, and attitudes expressed by the people involved.

Be willing to accept outside help to mediate the conflict.

HANDLING CONFLICT SITUATIONS

CONFLICT-MANAGEMENT STRATEGIES

DEFENSIVE MODECOMPROMISEPROBLEM SOLVING

DEFENSIVE MODE

• Suppress the conflict.• Restrict or isolate the

conflict• Smooth it over • Avoid the conflict• Separete the contending

parties

COMPROMISEWith this each party wins something and loses something. In the settlement, each side gives up a part of its demands. Thus each side may "go halfway" or "split the difference

PROBLEM SOLVING

Initiate a discussion, timed sensitively and held in an environment conducive to private discussion.Respect individual differences.Be empathic with all involved parties.Have an assertive dialogue that consists of separating facts from feelings, clearly defining the central issue, differentiating viewpoints, making sure that each person clearly states their intentions, framing the main issue based on common principles, and being an attentive listener consciously focused on what the other person is saying..Agree on a solution that balances the power and satisfies all parties, so that a consensus on a win-win solution is reached

CONFLICT HANDLING INTENTIONS

Assertiveness (satisfying one’s own concerns)

Cooperativeness (attempting to satisfy another’s concerns

CONFLICT-RESOLUTION STRATEGIESAvoiding:

Withholding or withdrawing:

In this avoidance strategy, one party opts out ofparticipation. They remove themselves from the

situation.Smoothing over or reassuring:

This is the strategy of saying "Everything will be OK." By maintaining surface harmony, parties do

not withdraw but simply attempt to make everyone feel good

ACCOMMODATING:

This strategy is used when there is a large power differential. The more powerful party is accommodated to preserve harmony

Forcing: This technique is a dominance move and an arbitrary way to manage conflict.

Competing:

Compromising

Confronting: This technique is called assertive problem solving and is focused on the issues. Individuals speak for themselves, but in a way that decreases defensiveness and allows another person to hear the message Collaborating: This is an assertive and cooperative strategy in which the parties work together to find a mutually satisfying solution. It is invoked with the phrase "Two heads are better than one.“

Bargaining and negotiating

Problem solving:

PREVENTING CONFLICT

Frequent meeting of your teamAllow your team to express openlySharing objectivesHaving a clear and detailed job descriptionDistributing task fairlyNever criticize team members publiclyAlways be fair and just with your teamBeing a role model

NEGOTIATION

It is a compromise. That is,each party gives up something with the emphasison accommodating differences between the two parties Focus on a Win-Win Solution,Want both parties to be satisfiedwith the outcome

STEPS IN NEGOTIATION PROCESS

BEFORE THE NEGOTIATION

DURING NEGOTIATION

CLOSURE OR FOLLOW –UP TO NEGOTIATION

STEP 1 – BEFORE NEGOTIATING

Be prepared (Do your research). Start with high, realistic

goals. Know what you will settle

for. Know what to trade off

STEP 2 DURING NEGOTIATION

Clearly communicate Be assertive Be a good listener Regroup quickly Be open minded Try to understand all points of view Focus on the conflict, Not the people Be honest Be tough

STEP 3 CLOSURE & FOLLOW-UP TO NEGOTIATION

State what has been agreed toClose on a friendly noteSend a memo regarding what has been agreed to

CONSENSUS

Consensus means that negotiating parties are able to reach an agreement that all parties can support, or at least not oppose, even though it does not represent everyone's first priorities .

THANK YOU