2conflictmgt

8/12/2019 2conflictmgt

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Managing

Situations

Di f icu ltWelcome to the session on

:: Conflict Management ::


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Con f l ic t !?


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Object ives

-To understand Conflict in organization

-To manage our own emotional responses to

difficult situations

-To manage conflict more effectively


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Session Plan

-Discussion about Conflict

-Handling conflicting situation: A game play

-Team interaction

-Discussion about Conflict Management

-Quiz

-Case Study

-Session Evaluation ].[


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A simple test of Conflict

Look at the words below and say the COLOR, not the WORD, e.g.

CONFLICT, MANAGEMENT ready ?

YELLOW BLUE ORANGE

BLACK RED GREEN

PURPLE YELLOW RED

ORANGE GREEN BLACK

BLUE RED PURPLE

LeftRight Conflict !!!

Your right brain tries to say the color but

your left brain insists on reading the word


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A mind set 1

Life is difficult,that is the

norm


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A mind set 2

We are

responsible for

ourown life situation

and the choices

we make

about responding

to it


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A mind set 3

Sometimes we

will win and

sometimes otherswill win- we have

to accept both,

cordially.


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What is Conflict

Conflict is a difference of interests,

understanding, values, style or opinion

Conflict exists when actions of one personprevent, block, interfere, injure or in some way

make achievement of another persons goals less

likely

Conflict is the fight, collision, struggle or contest

between competitors ].[


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Why Conflict

-Different values and beliefs

-Role pressure or clarification

-Perception differences

-Diverse goals or objectives

-Group status or identity

-Race, ethnicity, or gender differences

-Personality clash or conflict

-Competition for limited resources

-Disagreement on how things should be done

-Personal, self, or group interest

-Tension and stress

-Informational deficiency

-Power and influence ].[


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The Good and Bad

Functional conflictcontributes to the

achievement of the goals of the group or theorganization. Functional conflict should be

nurtured, if not encouraged.

Dysfunctional conflictimpedes the

organization from accomplishing its goals.Dysfunctional conflict should be reduced or

removed. ].[


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The Span of Conflict

Intrapersonal

Inter-personal

(Intra-group)

Inter-group


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Levels of Conflict

Discomfort

Incidents

Misunderstandings

Tension

Crisis

Things

dont

feel right

Short, sharp

exchange

occurs

Motives and

facts are

confused

Negative

attitudes andfixed opinions

Normal

functioning

becomes

difficult


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Positive Forces of Conflict

-Stimulates interest

-Means for problems to be heard

-Increases cohesiveness

-Promotes change

-Provides means to work together ].[


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Negative Forces of Conflict

-Diverts attention from important issues

-May damage morale

-May cause polarization

-Reinforces differences in values

-Produces irresponsible and regrettable behaviors


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GAME PLAY


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Game: Conflict for Survival

1. Sextant2. Mirror

3. Jar of water

4. Mosquito net

5. One case of army ration

6. Map of Bay of Bengal7. Floating seat cushion

8. One can of oil-gas mixture

9. Small transistor radio

10. Shark repellent

11. 3 sqft opaque plastic sheet

12. One bottle of rum

13. 5m of nylon rope

14. 2 boxes of chocolate bars

15. Fishing kit


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Game: Conflict for Survival

Official ratings of the items

1. Mirror2. One can of oil-gas mixture

3. Jar of water

4. One case of army ration

5. 3 sqft opaque plastic sheet

6. 2 boxes of chocolate bars7. Fishing kit

8. 5m of nylon rope

9. Floating seat cushion

10. Shark repellent

11. One bottle of rum

12. Small transistor radio

13. Map of Bay of Bengal

14. Mosquito net

15. Sextant


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Team Interaction


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Styles of Con f l ic t Management

1. Forcing

2. Avoiding

3. Accommodating

4. Compromising

5. Collaborating


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Style 1 Forcing(Win-Lose)

Objective Get your way.

Your

Posture

I know whats right. Dont

question my judgment orauthority.

Supporting

Rationale

It is better to risk causing a few

hard feelings than to abandon a

position you are committed to.

LikelyOutcome

You feel vindicated, but otherparty feels defeated and possibly

humiliated. ].[


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Style 2 Objective Your Posture Supporting

Rationale

Likely Outcome

Avoiding

(Lose-Win)

Avoid

having to

deal with

conflict.

Im neutral on

that issue. Let

me think about

it.

Disagreements

are inherently

bad because

they create

tension.

Interpersonal

problems dont get

resolved, causing

long-term frustration

manifested in a

variety of ways.


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Style 3 Objective Your Posture Supporting

Rationale

Likely

Outcome

Accommodating

(Lose-Win)

Dont

upset the

other

person.

How can I help you

feel good about this

encounter? My

position isnt so

important that it is

worth risking badfeelings between us.

Maintaining

harmonious

relationship

s should be

our top

priority.

Other

person is

likely to

take

advantage

of you.


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Style 4 Compromising

(Lose-Lose)

Objective Reach an agreement quickly.

YourPosture

Lets search for a mutuallyagreeable solution.

Supporting

Rationale

Prolonged conflicts distract

people from their work and

engender bitter feelings.

LikelyOutcome

Participants become conditionedto seek an expedient, rather than

effective solution.


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Style 5 Collaborating

(Win-Win)Objective Solve the problem together.

Your

Posture

This is my position. What is

yours? Im committed to

finding the best possible

solution.Supporting

Rationale

The positions of both parties

are equally important

(though not necessarily

equally valid). Equality

emphasis should be placedon the quality of the outcome

and the fairness of the

decision-making.

Likely

Outcome

Participants find an effective

solution.


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SOLVINGTHE

PROBLEMIS THE

GO LNOTW NN N !

Please, remember


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Guidel ines for effect ive Col labo rat ion

Initiator Mediator Respondent


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The Initiator- Maintain personal ownership of the problem.

- Succinctly describe your problem in terms ofbehaviors, consequences and feelings (When you

do X, Y happens, and I feel Z.) Use a specific

incident to explore the root causes of a problem.

- Avoid making accusations and attributing motives to

the respondent.- Specify the expectations or standards that have been

violated.

- Persist until understood.

- Encourage two-way interaction by inviting the

respondent to express his or her perspective and askquestions.

- Dont dump all your issues at once. Approach

multiple issues incrementally. Proceed from simple

to complex, easy to hard.

- Appeal to what you share (principles, goals,

constraints).


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The Mediator Acknowledge that conflict exists and treat it seriously.

Construct a manageable agenda by breaking downcomplex or multiple issues.

Do not take sides. Remain neutral regarding the

disputants as well as the issues as long as violation of

policy is not involved.

Focus the discussion on the impact the conflict is

having on performance and the detrimental effect of a

continued conflict.

Keep the interaction issue oriented, not personality

oriented. Also, make sure that neither disputant

dominates the conversation.

Help disputants keep their conflict in perspective byidentifying areas of agreement or common viewpoint.

Help disputants generate multiple alternatives in a

nonjudgmental manner.

Make sure that both parties are satisfied with the

proposed resolution and committed to implementing it.


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The Respondent Respond appropriately to the initiators emotions. If

necessary, let the person blow off steam before

addressing substantive issues.

Establish a climate for joint problem solving by showing

genuine concern and interest. Respond empathetically,

even if you disagree with the complaint. Avoid justifying your actions as your first response.

Seek additional information about the problem. Ask

questions that channel the initiators remarks from

general to specific and evaluative to descriptive

statements.

Focus on one issue, or one part of an issue, at a time.

Agree with some aspect of the complaint (facts,

perceptions, feelings, or principles).

Ask the initiator to suggest more acceptable behaviors.

Agree on a remedial plan of action. ].[


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Summary

-Conflict is essential to the survival of the organization.

-Conflict should not only be accepted but encouraged in

organizations.

-Effective conflict management includes both stimulationand reduction of conflict.

-Conflict management is the responsibility of all employees

-Understanding your style can assist in working with others

-All styles have their place, but collaboration is best for most

work situations ].[


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hank You

2conflictmgt

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