-
8/11/2019 16-12-2011 conflict-and-conflict-resolution-1222157361594383-9[1]
1/22
MAJ. NAZIR HUSSAIN SHAH
-
8/11/2019 16-12-2011 conflict-and-conflict-resolution-1222157361594383-9[1]
2/22
Conflict and Conflict
ResolutionPresented by
MAJ NAZIR HUSSAIN SHAH(MINHAJ UNIVERSITY LAHORE)
-
8/11/2019 16-12-2011 conflict-and-conflict-resolution-1222157361594383-9[1]
3/22
ANNIHILATORY
-
8/11/2019 16-12-2011 conflict-and-conflict-resolution-1222157361594383-9[1]
4/22
What is conflict?
A struggle to resist or overcome;contest of opposing forces or powers;strife; battle. A state or condition of
opposition; antagonism; discord. Apainful tension set up by a clashbetween opposed and contradictory
impulses."
-
8/11/2019 16-12-2011 conflict-and-conflict-resolution-1222157361594383-9[1]
5/22
A DEFINITION OF CONFLICT
A process that begins when one party perceives thatanother party has negatively affected, or is about tonegatively affect, something that the first party caresabout.
Transitions in Conflict Thought
Traditional view of conflict. The belief that all conflict isharmful and must be avoided.
Human relations view of conflict. The belief that conflictis a natural and inevitable outcome in any group.
Interactionist view of conflict. The belief that conflict isnot only a positive force in a group but that it isabsolutely necessary for a group to perform effectively.
-
8/11/2019 16-12-2011 conflict-and-conflict-resolution-1222157361594383-9[1]
6/22
Functional Versus Dysfunctional Conflict
Functional conflict. Conflict that supports the goals of thegroup and improves its performance.
Dysfunctional conflict. Conflict that hinders groupperformance.
Task conflict. Conflicts over content and goals of thework.
Relationship conflict. Conflict based on interpersonalrelationships.
Process conflict. Conflict over how work gets done.
-
8/11/2019 16-12-2011 conflict-and-conflict-resolution-1222157361594383-9[1]
7/22
Effects of conflict
Avoidance
Inability to work together
Verbal assault
Resentment
This causes us a greatdegree of discomfort,
anger, frustration, sadnessand pain.
-
8/11/2019 16-12-2011 conflict-and-conflict-resolution-1222157361594383-9[1]
8/22
Causes of conflict
There is a perceived breach of faith andtrust between individual
There is unresolved disagreement that hasescalated to an emotional level
There is miscommunication leading tounclear expectations
-
8/11/2019 16-12-2011 conflict-and-conflict-resolution-1222157361594383-9[1]
9/22
Causes of conflict
There are personality clashes
There are differences in acquired values
There is underlying stress and tension There are ego problems
There are combinations of the above
-
8/11/2019 16-12-2011 conflict-and-conflict-resolution-1222157361594383-9[1]
10/22
Is conflict good?
A certain degree of conflict is a healthysign
Too much conflict; communicationproblems
No conflict; disinterest amongst themembers of the group and lack of input
Arises from unclear aims and objectives
Dont make disagreements personal
Conflict can help improve the level ofquality
-
8/11/2019 16-12-2011 conflict-and-conflict-resolution-1222157361594383-9[1]
11/22
-
8/11/2019 16-12-2011 conflict-and-conflict-resolution-1222157361594383-9[1]
12/22
Criticism
Should be actively encouraged
Constructive criticism encourages growth
A way of coaching ourselves and others Criticize well
Good criticism helps others to evaluate
their own work effectively Keep neutral
-
8/11/2019 16-12-2011 conflict-and-conflict-resolution-1222157361594383-9[1]
13/22
Scale of criticism
Ridicule / over criticizing Good criticism Complete consensus : No criticism
-
8/11/2019 16-12-2011 conflict-and-conflict-resolution-1222157361594383-9[1]
14/22
Responsibilities
It is your responsibility as a group and as
individuals to do the following:Achieve success in completing allocated
tasks.
Achieve success in fulfilling allocated roles. Help other individuals achieve success.
Ensure that all members contribute as
equally as possible. Make progress in every group session.
Help to achieve the aims set out by thegroup in the initial stages.
-
8/11/2019 16-12-2011 conflict-and-conflict-resolution-1222157361594383-9[1]
15/22
Conflict Resolution
The 7 Steps to Conflict Resolution
-
8/11/2019 16-12-2011 conflict-and-conflict-resolution-1222157361594383-9[1]
16/22
To Resolve aConflict
What tosay or do?
Why?
1. Calmyourself Take a deepbreath, say"relax"
Clears thinking,models control
2. Restoreorder
Take a "TimeOut"
Stops the fight,contains thedamage
3. Hear their
stories
"Help me
understandyour concern."
Gathers
information,defuses tension
-
8/11/2019 16-12-2011 conflict-and-conflict-resolution-1222157361594383-9[1]
17/22
To Resolve aConflict
What tosay or do?
Why?
4. Listencarefully Eye contact,don'tinterrupt
Honors theneed to beheard
5. Generate
solutions
"How could
we resolvethis?"
Moves from
accusationsto solutions
6. Agree on a
solution
"Would this
work foryou?"
Moves to
resolution,brings closure
-
8/11/2019 16-12-2011 conflict-and-conflict-resolution-1222157361594383-9[1]
18/22
To Resolvea Conflict
What tosay or do?
Why?
7. Test forsatisfaction
"Are you surethis will work
for you?"
Assures clearcommunication
-
8/11/2019 16-12-2011 conflict-and-conflict-resolution-1222157361594383-9[1]
19/22
Key points to remember
Be a model of calm and control
Don't give in to emotional outbursts
Don't assume people are beingdifficult intentionally
Find a quiet place in to resolve
conflicts....privately
-
8/11/2019 16-12-2011 conflict-and-conflict-resolution-1222157361594383-9[1]
20/22
Key points to remember
Set some ground rules for thediscussion:
No raising of voices
This is not a debate
Speak only for yourself..."I" phrases
Confront the issues, not the people Maintain or enhance self-esteem
-
8/11/2019 16-12-2011 conflict-and-conflict-resolution-1222157361594383-9[1]
21/22
ConflictResolution Techniques
Problem Solving Face-to-face meeting of the conflictingparties for the purpose of identifying the problem andresolving it through open discussion.
Subordinate goals Creating a shared goal thatcannot be attained without the cooperation of each ofthe conflicting parties.
Expansion of resources When a conflict is caused by thescarcity of a resourcesay, money, promotionopportunities, office spaceexpansion of the resourcecan create a winwin solution.
Avoidance Withdrawal from, or suppression of, the
conflict.
-
8/11/2019 16-12-2011 conflict-and-conflict-resolution-1222157361594383-9[1]
22/22
Smoothing Playing down differences whileemphasizing common interests between the conflicting
parties. Compromise Each party to the conflict gives up
something of value.
Authoritative command Management uses its
formal authority to resolve the conflict and thencommunicates its desires to the parties involved.
Altering the human variable Using behavioralchange techniques such as human relations training toalter attitudes and behaviors that cause conflict.
Altering the structural variables Changing theformal organization structure and the interactionpatterns of conflicting parties through job redesign,transfers, creation of coordinating positions, and the like.