Conflict Management Techniques 12

8/3/2019 Conflict Management Techniques 12

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CONFLICT MANAGEMENTCONFLICT MANAGEMENTTECHNIQUESTECHNIQUES

CONFLICT RESOLUTION TECHNIQUESCONFLICT RESOLUTION TECHNIQUES

CONFLICT STIMULATION TECHNIQUESCONFLICT STIMULATION TECHNIQUES


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CONFLICT RESOLUTION TECHNIQUESCONFLICT RESOLUTION TECHNIQUES

CONFLICT RESOLUTION BASICSCONFLICT RESOLUTION BASICS

Attack the problem not the person:Attack the problem not the person: Define the problemDefine the problem Explore each person's perception of the problemExplore each person's perception of the problem Try to understand and respect each point of view withoutTry to understand and respect each point of view without

judgingjudging

Concentrate on interests, not positionsConcentrate on interests, not positions

The position is the outcome you are interested in gettingThe position is the outcome you are interested in getting The interest is why you want that outcomeThe interest is why you want that outcome Interests that are involved in conflicts are usually related to ourInterests that are involved in conflicts are usually related to our

basic needs. When we focus on interests instead of positions webasic needs. When we focus on interests instead of positions wecan start to find solutions.can start to find solutions.

Come up with options in which both sides can win (Win-WinCome up with options in which both sides can win (Win-Winoptions)options)

Cooperate together to solve the problem fairlyCooperate together to solve the problem fairly

A fair solution respects the interests of both sidesA fair solution respects the interests of both sides


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PROBLEM SOLVINGPROBLEM SOLVING

FACE TO FACE MEETING OF CONFLICTINGFACE TO FACE MEETING OF CONFLICTING

PARTIES FOR THE PURPOSE OF IDENTIFYING THE PROBLEM ANDPARTIES FOR THE PURPOSE OF IDENTIFYING THE PROBLEM ANDRESOLVING IT THROUGH OPEN DISCUSSION.RESOLVING IT THROUGH OPEN DISCUSSION.

SUPERORDINATE GOALSSUPERORDINATE GOALS

CREATING A SHARED GOALTHAT CAN NOTCREATING A SHARED GOALTHAT CAN NOTBE ATTAINED WITHOUT THE COOPERATION OF EACH OF THEBE ATTAINED WITHOUT THE COOPERATION OF EACH OF THECONFLICTING PARTIES.CONFLICTING PARTIES.

EXPANSION OF RESOURCESEXPANSION OF RESOURCES

WHEN A CONFLICT IS CAUSED BY SCARCITYWHEN A CONFLICT IS CAUSED BY SCARCITYOF A RESOURCE SAY. MONEY, PROMOTION, OPPORTUNITIES,OF A RESOURCE SAY. MONEY, PROMOTION, OPPORTUNITIES,

OFFICE SPACE- EXPANSION OF RESOURCES CAN CREATE A WIN-OFFICE SPACE- EXPANSION OF RESOURCES CAN CREATE A WIN-

WIN SOLUTION.WIN SOLUTION.


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AVOIDANCEAVOIDANCE

WITHDRAWAL FROM, OR SUPPRESSION OF ,WITHDRAWAL FROM, OR SUPPRESSION OF ,

THE CONFLICT.THE CONFLICT.

SMOOTHINGSMOOTHING

PLAYING DOWN DIFFERENCES WHILE EMPHASIZINGPLAYING DOWN DIFFERENCES WHILE EMPHASIZINGCOMMON INTEREST BETWEEN THE CONFLICTING PARTIES.COMMON INTEREST BETWEEN THE CONFLICTING PARTIES.

COMPROMISECOMPROMISE

EACH PARTY TO THE CONFLICT GIVE UP SOMEEACH PARTY TO THE CONFLICT GIVE UP SOMETHING OF VALUE.THING OF VALUE.

AUTHORITIVE COMMANDAUTHORITIVE COMMAND

MANAGEMENT USES ITS FORMAL AUTHORITY TOMANAGEMENT USES ITS FORMAL AUTHORITY TORESOLVE THE CONFLICT AND THEN COMMUNICATE ITS DESIRESRESOLVE THE CONFLICT AND THEN COMMUNICATE ITS DESIRESTO THE PARTIES INVOLVED.TO THE PARTIES INVOLVED.


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ALTERING HUMAN VARIABLEALTERING HUMAN VARIABLE

USING BEHAVIORAL CHANGEUSING BEHAVIORAL CHANGE

TECHNIQUES SUCH AS HUMAN RELATIONS TRAINING TO ALTERTECHNIQUES SUCH AS HUMAN RELATIONS TRAINING TO ALTERATTITUDES AND BEHAVIORS THAT CAUSE CONFLICT.ATTITUDES AND BEHAVIORS THAT CAUSE CONFLICT.

ALTERING STRUCTURAL VARIABLEALTERING STRUCTURAL VARIABLE

CHANGING THE FORMAL ORGANISATIONCHANGING THE FORMAL ORGANISATIONSTRUCTURE AND THE INTERACTION PATTERN OF CONFLICTINGSTRUCTURE AND THE INTERACTION PATTERN OF CONFLICTING

PARTIES THROUGH JOB REDESIGN, TRANSFER, CREATION OFPARTIES THROUGH JOB REDESIGN, TRANSFER, CREATION OF

COORDINATING POSITIONS, AND THE LIKE.COORDINATING POSITIONS, AND THE LIKE.


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CONFLICT STIMULATION TECHNIQUESCONFLICT STIMULATION TECHNIQUES

Stimulating conflict can provide several benefitsStimulating conflict can provide several benefits

to the organization. They provide theto the organization. They provide the

organization a means to introduce radicalorganization a means to introduce radicalchange. Management can drastically change thechange. Management can drastically change the

existing power structure and attitudes.existing power structure and attitudes.


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COMMUNICATIONCOMMUNICATION

USING AMBIGUOUS OR THREATNING MESSAGESUSING AMBIGUOUS OR THREATNING MESSAGES

TO INCREASE CONFLICT LEVEL.TO INCREASE CONFLICT LEVEL.

BRINGING IN OUTSIDERBRINGING IN OUTSIDER

ADDING EMPLOYEES TO A GROUP WHOSEADDING EMPLOYEES TO A GROUP WHOSE

BACKGROUNDS, VALUES, ATTITUDES OR MANAGERIAL STYLEBACKGROUNDS, VALUES, ATTITUDES OR MANAGERIAL STYLEDIFFER FROM THOSE OF PRESENT MEMBER.DIFFER FROM THOSE OF PRESENT MEMBER.

RESTRUCTURING ORGANISATIONRESTRUCTURING ORGANISATION

REALIGNING WORK GROUPS ALTERING RULESREALIGNING WORK GROUPS ALTERING RULES

AND REGULATIONS, INCREASING INTERDEPENDENCE ANDAND REGULATIONS, INCREASING INTERDEPENDENCE ANDMAKING SIMILAR STRUCTURAL CHANGES TO DISRUPT THEMAKING SIMILAR STRUCTURAL CHANGES TO DISRUPT THE

STATUS QUO.STATUS QUO.


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THANK YOUTHANK YOU

Conflict Management Techniques 12

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