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Conflict

Conflict arises from differences in ideas, goals, and perspectives between individuals. It is a natural and sometimes necessary part of organizational life. While conflict can have positive effects like stimulating new solutions, it can also hinder cooperation if not properly managed. There are several tools and strategies for resolving conflicts constructively, including focusing on interests rather than positions, separating people from problems, listening, dealing with anger appropriately, and using confrontation techniques that involve collaborative problem-solving. For organizations to function effectively, members must work to minimize conflict and have ways to recognize and resolve issues before they become too serious.

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Jayesh Ramnani
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42 views

Conflict

Conflict arises from differences in ideas, goals, and perspectives between individuals. It is a natural and sometimes necessary part of organizational life. While conflict can have positive effects like stimulating new solutions, it can also hinder cooperation if not properly managed. There are several tools and strategies for resolving conflicts constructively, including focusing on interests rather than positions, separating people from problems, listening, dealing with anger appropriately, and using confrontation techniques that involve collaborative problem-solving. For organizations to function effectively, members must work to minimize conflict and have ways to recognize and resolve issues before they become too serious.

Uploaded by

Jayesh Ramnani
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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CONFLICT MANAGEMENT

You are very


bossy & you
always boss me
around.

“Bossy” ! Me..
You must be
kidding. Dude
you are my
colleague.
WHAT IS CONFLICT?

• “A disagreement between people that may be


the result of different:-
– Ideas
– Perspectives
– Priorities
– Preferences
– Beliefs
– Values
– Goals
– Organisational structures.
UNDERSTANDING ONFLICT

• The S-LTC Strategy of conflict Management


• Conflict is natural, inevitable, necessary, and normal.
• it may result in better decision making, a reduction in
complacency, more self-criticism, greater creativity, and
more solutions to problems.
• Functional/constructive conflict drives the change
processes that all organizations need
to survive and prosper.
• The problem is not the existence of conflict but
how we handle it.
WHY DOES IT ARISE?
People differ, so they:
• see things differently
• want different things
• have different thinking styles, which prompts them to disagree
• are predisposed to disagree
• have different personalities
• have different status
• have ideological and philosophical differences
• have different goals
• have different approaches
• are influenced by fear, force, fairness or funds
TYPES OF CONFLICTS

• INTRAPERSONAL
– tension or stress within…
– often over competing roles

• INTERPERSONAL
– between 2 or more people, e.g. nurses
– disagreement, values or styles don’t match
– Miscommunication

• INTERGROUP
– arises between groups over issues/goals/solutions
INTENTIONS OF CONFLICTING PARTIES

•Competition

• Collaboration

• Avoidance

• Compromise

• Accommodation
INTENTIONS OF CONFLICTING PARTIES

Competition
• Win – Lose
• Maximum of assertiveness
• Minimum of cooperativeness
• Behavior intended to meet the concerns of others
INTENTIONS OF CONFLICTING PARTIES

Collaboration
• Searching for common ground and a creative
solution

• Is an attempt by all parties to the conflict to


attain everyone’s objectives
INTENTIONS OF CONFLICTING PARTIES

Avoidance

• Smoothing over; ignoring


• Is withdrawal from the conflict
• the minimum of both cooperation and
assertiveness
INTENTIONS OF CONFLICTING PARTIES

Compromise
• Each giving up a part
• Is a position in which each party to the
conflict both gains and loses.
• It is characterized by moderate cooperation
and moderate assertiveness.
INTENTIONS OF CONFLICTING PARTIES

Accommodation
• Going along

• Is an intention that reflects a high degree of


cooperation and a low degree
of assertiveness.
EFFECTS OF CONFLICTS

POSITIVE EFFECTS
• Diffuses more serious conflicts
• Stimulates a search for new facts or
resolutions.
• Increases group cohesion and performance
• Demonstrates measure of power or ability
EFFECTS OF CONFLICTS

NEGATIVE EFFECTS
• Hinders smooth working
• Hampers the decision making process
• Causes the formation of competing
coalitions.
• Reduces productivity
TOOLS FOR RESOLVING CONFLICTS

• Win-Win principles
– Separate the people from the problem
– Focus on interests, not positions
– Invent options for mutual gains
– Insist on using objective criteria
• Interpersonal communications
• Active listening skills
• Ask for constructive criticism
• Build trust
• Deal with anger
Separate the people from the
problem
• Deal with a problem AND maintain a good working relationship
• Put yourself in their shoes
• Don’t deduce their intentions from your fears
• Don’t blame them for your problem
• Discuss each other’s perceptions
• Give them a stake in the outcome by making sure they participate
in the process
• Face-saving: make your proposals consistent with their values
• Allow the other side to let off steam
• Don’t react to emotional outbursts
• Speak about yourself, not about them
• Build a working relationship
• Face the problem, not the people
Situation : Positions and Interests

Place: Two Brothers Sharing a Room


Issue: What to do about the Stereo

POSITIONS
Brother #1: “I can play it Brother #2: “Stop the
anytime.” music.”

MUTUAL INTERESTS: shared bedroom; they have


to live together; they don’t want to fight all the
time; want to keep parents off their backs.

Brother #1: “I need the SEPARATE Brother #2: “I need to study,


music to be creative.” I want to win a scholarship.”
INTERESTS
Interpersonal Communication
• Stop talking
• Put people at ease
• Show you want to listen
• Remove distractions
• Empathize
• Have patience
• Hold your temper
• Don’t argue or criticize
• Ask questions
• Stop talking – this is the first and last, because
you can’t listen while you are talking
Deal with anger
• When you find yourself being very upset and wanting to
scream at others, slow your pace, sit back, and relax.
• “Be quick to hear; slow to speak; and slow to act”
– Get the person to repeat his/her concern
– Take notes (shows you are interested)
– Really listen: sometimes people just need to feel like
they’ve been heard
• You can’t control others’ behavior; but you can control your
own.
• You choose to be a thermometer (react to temperature) or
thermostat (control temperature)
• “An eye for an eye and pretty soon we’re all blind” (Gandhi)
• “The best general is one who never fights” (Sun Tzu)
STRATEGIES FOR MANAGING CONFLICTS

Tosi, Rizzo, and Carroll (1986) suggested four


ways of managing conflicts, namely through:

- Styles: Conflict handling behaviors styles


(such as competition, collaboration,
compromise, avoidance or accommodation)
may be suitably encouraged, depending
upon the situation.
STRATEGIES FOR MANAGING CONFLICTS

- Improving organizational practices. After


identifying the reason for the conflict situation,
suitable organizational practices can be used to
resolve conflicts,including:-

- reducing vagueness,
- minimizing authority- and domain-related disputes,
- improving policies, procedures and rules,
- re-apportioning existing resources or adding new,
- altering communications,
- movement of personnel, and
- changing reward systems.
STRATEGIES FOR MANAGING CONFLICTS

Special roles and structure :A manager has to:

- initiate structural changes needed, including re-location or


merging of specialized units.
- shoulder liaison functions, and
act as an integrator to resolve conflicts.

A person with problem-solving skills and respected by the


conflicting parties can be designated to de-fuse conflicts
STRATEGIES FOR MANAGING CONFLICTS

Confrontation techniques
- finding a mutually acceptable and enduring solution
through collaboration and compromise.

- involves a process of defining the problem, searching


for alternatives and their evaluation, and
deciding by consensus.
ORGANISATION &
CONFLICT MANAGEMENT
• For any organisation to be effective and efficient in
achieving its goals, the people in the organisation need to
have a shared vision of what they are striving for .

• You also need ways of recognising and


resolving conflict amongst people, so that conflict
does not become so serious that co-operation is impossible.

• All members of any organisation need to have ways of


keeping conflict to a minimum - and of solving problems
caused by conflict, before conflict becomes a major
obstacle to your work.

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