managing interpersonal conflict shamiul

PRESENTATION ONMANAGING INTERPERSONAL CONFLICT

Presented By: Md. Shamiul Alim Shah Email: [email protected]

DEFINITION OF CONFLICT AND INTERPERSONAL CONFLICT

Conflict: Conflicts means disagreement, interference and negative emotion. According to Oxford English Dictionary, conflict refers to a series of disagreement or argument; incompatibility between opinions, principles, etc.

Interpersonal Conflict: Interpersonal conflict occurs when a person or group of people frustrates or interferes with another person's efforts at achieving a goal. It can be between co-workers, team members or roommates.

MANAGINGINTERPERSONAL CONFLICT

Managing conflicts focuses on maintaining conflict at the right level to help the department, work unit or organization reach its goals. It neither means complete elimination of conflict nor does it refer only to conflict reduction.

The basic process of conflict management is the selection of desired level of conflict that varies according to the perceived conflicts requirements by the managers of the unit.

APPROACHES TO CONFLICT RESOLUTION

There are different approaches to conflict reduction. The key to effective conflict prevention is to choose a conflict management style appropriate for the conflict. The most common approaches used for conflict resolution are as – 1.The Thomas Conflict Resolution Approach2.Behavioral Style and Conflict Handling3.The Cosier Schank Model of Conflict Resolution 4.Collaboration and Conflict Resolution

THE THOMAS CONFLICTRESOLUTION APPROACH

The Thomas-Kilmann model of conflict resolution is a widely used approach to understand different ways people deals with conflict.

It identifies five resolution styles along two dimensions for resolving conflicts.

The Two dimensions are – i)Assertiveness: - Individual seeks to satisfy own concernsii) Cooperativeness - Individual seeks to satisfy other’s concerns


These two dimensions are used to define five conflict-handling modes – 1.Avoiding2.Accommodating3.Compromising4.Competing5.Collaborating


1. Avoiding: It is unassertive and uncooperative.

This is when you simply avoid the issue. You aren’t helping the other party reach their goals, and you aren’t assertively pursuing your own.

Avoiding might take the form of diplomatically sidestepping an issue, postponing an issue until a better time, or simply withdrawing from a threatening situation.


2. Accommodation It is unassertive and cooperative—the opposite of competing. This is when you cooperate to a high-degree, and it may be at your own expense, and actually work against your own goals, objectives, and desired outcomes. 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.


3. Compromise It is intermediate in both assertiveness and cooperativeness This is the “lose-lose” scenario where neither party really achieves what they want. This requires a moderate level of assertiveness and cooperation. Compromising might mean splitting the difference, exchanging concessions, or seeking a quick middle-ground position.


4. Competition It is assertive and uncooperative, a power-oriented mode. This is the “win-lose” approach. You act in a very assertive way to achieve your goals, without seeking to cooperate with the other party, and it may be at the expense of the other party.

Competing might mean standing up for your rights, defending a position you believe is correct, or simply trying to win.


5. Collaboration It is both assertive and cooperative. This is where you partner or pair up with the other party to achieve both of your goals. This is how you break free of the “win-lose” paradigm and seek the “win-win.” Collaborating between two persons might take the form of exploring a disagreement to learn from each other’s insights, resolving some condition that would otherwise have them competing for resources, or confronting and trying to find a creative solution to an interpersonal problem.

SUMMARY OF THE THOMAS CONFLICTRESOLUTION APPROACH

Which one is Best??

There is no BEST way to handle conflict. Each conflict is different and requires a different response.

As a society, we teach:“Leave well enough alone.” (Avoiding)

“Kill your enemies with kindness.” (Accommodating)

“Split the difference.” (Compromising)

“Might makes right.” (Competing)

“Two heads are better than one.” (Collaborating)

BEHAVIOURAL STYLE AND CONFLICT HANDLING

Sometimes, conflict arises in organization due to the individual’s specific behavioral style in approaching the problem.

To explain different styles, researchers have taken two dimensions of interactive behavior. They are – i)The Assertiveness Scale:It is the degree to which behaviors are seen by others as forceful or directive.ii)The Responsiveness Scale:It is the degree to which behaviors are seen by others as emotionally expensive or controlled.


The interactive dimensions of assertiveness and responsiveness form the two axis of the behavioral style model.

Each quadrant of this model identifies one type of behavioral style. They are – 1.Analyzer2.Director3.Relator4.Socializer

Director Socializer

RelatorAnalyzerAsse

rtive

ness

ResponsivenessMoreLess

Mor

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1. Analyzer/Thinker This type is less responsive and less assertive. Prefers indirect approach, caution, analysis, organization, precision, problem-solving, and solitude.Avoids openness, group activities, and spontaneity.Does not easily display or acknowledge emotions.


2. Director This type is less responsive and more assertive. Prefers direct approach, control, freedom, action, and results.Rejects openness, wastage of time, excessive display of emotions, and unsolicited advice.Often decides and works alone.


3. Relator This type is more responsive and less assertive. Prefers indirect approach, openness, close relations, listening, and security.Avoids decision-making, conflicts, big picture, and self-reliance.May need counseling in weak areas.


4. Socializer This type is more responsive and more assertive. Prefers direct approach, openness, group activities, camaraderie, and spontaneity.Avoids solitude, urgency, and concentration.Is an excellent team player, but may not deliver results. Direct and Open

DEALING WITH DIFFICULT SUBORDINATES

Effects of Difficult Subordinates

The cost of difficult people can be calculated in terms of the followings –

Its negative effects on manager’s physical and mental health.

Its ripple effect on customers, HR personnel's, and even other departments.

Reduced enjoyment of their own work.

Wastage of a lot of their time

Reduced productivity and job satisfaction

As a result of these, it leads to poor performance and reduced productivity.

DEALING WITH DIFFICULT SUBORDINATES

Characteristics of Difficult Subordinates

The major characteristics of the difficult subordinates are –

1. Hostile-aggressive 2. Complainers3. Calms

4. Super agreeables

5. Negatives

6. Know-it-alls

7. Indecisive stallers

APPROACHES TO HANDLING DIFFICULT SUBORDINATES

Managers can deal with difficult employees in different ways. Few of the suggestions regarding handling the problems are – 1.Do not assume or focus on ‘Person’ rather than on ‘Facts’.2.Understanding employees through positive communication3.Assessing the need and significance or working relation4.Provide information tactically5.Working on task together6.Assess and explain the cost of behavior7.Reassign or redesign the job8.Leave the individual alone9.Distance the individual from yourself10.Break the vicious cycle11.Behavioral modification techniques

DEALING WITHDIFFICULT BOSS AND COLLEAGUES

Subordinates find it difficult to work with a boss who exercise too much control over them. It can take various forms like ignoring, sarcasm, blaming, dismissing or patronizing.

The reasons why conflict with boss arises are –

due to unnecessary interference and threat by the boss

due to misuse the legitimate power by the boss

feeling of insecurity or dive to control

when the boss perceives his status as greater than what it is reality.


Few steps that can helps to deal with the difficult bosses are –

a)Preparing

b)Challenging

c)Standing up for oneself


PreparingWhile dealing with difficult bosses, one need to remain calm, prepare psychologically oneself while thinking realistically and positively.


ChallengingChallenging means demanding a response

from the other person. It can be done by seeking information as to what he meant by it. This quarry gives enough time to think on how to proceed and thus the others have to be cautions about his behaviour .


Standing up for oneselfOne’s should stick to one’s point of view. If

a criticism is made in the form of a personal attack, try to separate the personal nature of the remark from the actions criticized. If the criticism has some valid point , it is wise to accept those points.

managing interpersonal conflict shamiul

Leadership & Management