managing conflict - tarak bahadur kc, phd - [email protected] “working together isn’t always...
TRANSCRIPT
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Contents
Meaning of conflict Symptoms and types of conflict Causes and consequences of
conflict Conflict management
approaches / Styles / techniques / tools
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Meaning of Conflict
A conflict is:- a difference between two or more
beliefs, opinions, ideas or interests.
- a disagreement over issues of substance and or an emotional antagonism.
- Perceived divergence of interests.
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Conditions for Conflict
Your goal
Other person’s goal
Degree of conflict
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Some Facts about Conflict
Conflict is:- natural, yet- uncomfortable for most of us.- sometimes necessary, even desirable
to achieve a truly collaborative outcome, therefore
- very important to address and not to avoid.
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Symptoms of ConflictWhat are the Symptoms of Conflict?What are the Symptoms of Conflict? Angry Anxiety Hurt Defensive Non-supportive / Passive / Aggressive
behaviour Absenteeism Complaining / Verbal abuse Physical violence
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Types of Conflict
1. Personal / individual conflict
2. Interpersonal conflict
3. Inter / Organisational conflict
4. Inter-group conflict
2. Inter-personal Conflict
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3. The Effect of Conflict on Organization Performance
Causes / Sources of Conflict
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Causes / Sources of ConflictWhat are Causes and Consequences of Conflict?What are Causes and Consequences of Conflict?
1.Perceptual differences 2.Priority or value differences3.Different expectations or role pressures 4.Divergent goals 5.Self-esteem or status threat6.Personality clashes7.Poor / no communication8.Change not liked by people / beneficiaries9.Generation gap10.Economic situation11.Ideological differences
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Consequences of Conflict 1. Positive / Constructive /
Functional effectsResults in positive benefits to individuals, the group, or the organisation.
2. Negative / Destructive / Dysfunctional effects Works to the disadvantage of individuals, the group, or the organisation.
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1. Likely positive effects Long-standing problems surfaced and
dealt with them Clarifies people's viewpoints Produces better ideas and forces
people to search for new approaches People feel challenged and they
receive the opportunity to test their abilities
Provides opportunities for creativity Creates new energy / cohesion
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2. Likely negative effects Develops suspicion and distrust climate Reduces contact between people and
some stop communicating with each other Ends the relationship or seriously
damages it Some feel defeated, embarrassed, and
demoralised / decline in morale Some leave the organisation Distracts people from the important goals
of an organisation and cause valuable time to be wasted on non-productive arguing
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Typical Responses to Conflict Avoiding the issue Jump into battle with guns
blazing Finding a quick fix Wait for things to get sorted
out on its own
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Domination Collaboration
Compromise
Avoiding Accommodation
High High AssertivenessAssertiveness
Con
cern
for
C
once
rn f
or S
elf
Sel
f
Low Low AssertivenessAssertiveness
Low Low ResponsivenessResponsiveness
High High ResponsivenessResponsiveness
Concern for Concern for OthersOthers
Approaches /Styles for Conflict ManagementThe approach and style for resolving conflict depends on
assertiveness and responsiveness skills of a manager.
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Possible Outcome from each Style
Approach Outcome
1. Domination
2. Accommodation
3. Avoiding
4. Compromise
5. Collaboration
Win – Lose
Lose – Win
Lose – Lose
Win some – Lose some
Win – Win
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Deciding Preferred Approach Lowest transaction costs ? (time,
money, energy, emotion) Greatest satisfaction? (outcome &
process) Most positive / least negative effects
on the long term relationship between parties?
Most likely to “resolve” the dispute?
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Techniques of Conflict Management1. Peaceful coexistence
2. Compromise
3. Problem-solving: I. Create a positive environment
II. Define the problem
III. Identify relevant facts and opinions
IV. Determine what results are desired
V. Propose different solutions
VI. Reach an agreement
VII. Implement the agreement
VIII. Evaluate the solution and continue to refine it
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Tools for Managing Conflict Effectively Attack the problem, not the person
Focus on what can be done, not what can’t be done
Encourage different points of view and honest dialogue
Express feelings in a way that does not blame Accept ownership appropriately for all or part of
the problem Listen to understand the other person’s point of
view before giving your own Show respect for the other person’s point of view Solve problem while building the relationship
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Conclusion Conflict is inevitable and a reality of life, which is neither bad nor is always avoidable in any ongoing relationship, whether at home, work or social living. Conflict is the life blood of vibrant, progressive, stimulating organisations. It sparks creativity, stimulates innovations and encourages personal improvement. But, it will never turn out like you plan. It is an inevitable part of organisational life. Therefore, try to manage it effectively.
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Accept Conflict as
Opportunity for
Creativity
GOOD LUCK