Interpersonal Skills: Effective Communication & Conflict Resolution Chapter 9.
Conflict Management using Communication skills
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Transcript of Conflict Management using Communication skills
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subtitle
Business Communication skills &
Conflict management
Created byAshish Chugh
…The question is of living. Survival is just a normal virtue...
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Ericsson Internal | 2015-03-11 | Page 2
How do I communicate?
Direct
TalkEyes
Broad-cast
Intuition
EmailApps
Voice
Indirect talk
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Ericsson Internal | 2015-03-11 | Page 3
Communication styles
Aggressive
Traits
• Violent style
• Others' rights, expectations
and feelings does not matter
• Superiority Complex
• Loud Voice
• Staring, narrow eyes, Tense,
clenched fists
• Guilt, Anger from others,
Lowered self esteem
• Disrespect from others,
Feared by others
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Ericsson Internal | 2015-03-11 | Page 4
Communication styles
Passive
Traits
• Driven through passive thinking
• Pleasing others
• Your rights does not matter to you
• Inferiority complex.
• Apologetic, Feeling blame, Overly
soft and admitting
• Looking down or away, Stooped
posture, Excessive head nodding
• Lowered Self esteem, Anger at self,
Pitied by others
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Ericsson Internal | 2015-03-11 | Page 5
Communication styles
Aggressive Passive
Assertive
With Respect. Without Fear.
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Ericsson Internal | 2015-03-11 | Page 6
Conflict Management
1. What is a conflict?2. How it arises?3. What are its benefits/Demerits?4. How it can be resolved?5. Who will resolve them?
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Ericsson Internal | 2015-03-11 | Page 7
The Conflict- Types
Cognitive
Directed at the Issue…
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Ericsson Internal | 2015-03-11 | Page 8
The Conflict- Types
Affective
Directed at the Individuals…
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Ericsson Internal | 2015-03-11 | Page 9
Exercise- Question
A
B
Affective Conflict
Cognitive Conflict An argument starts when Linda tells
Helen that she’s being unfair.
Jerry objects how Ravi has allocated
project’s resources.
Deep and Phil Argue when he says he’s
being foolish to think her idea will work.
Dave thinks Julia’s idea to change the
is impractical. She disputes it.
Megha accuses Janak of unreasonable
behavior, and he denies it.
Source: Skill-soft training module.
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Ericsson Internal | 2015-03-11 | Page 10
Exercise- Answers
A
B
Affective Conflict
Cognitive Conflict An argument starts when Linda tells
Helen that she’s being unfair.
Jerry objects how Ravi has allocated
project’s resources.
Deep and Phil Argue when he says he’s
being foolish to think her idea will work.
Dave thinks Julia’s idea to change the
is impractical. She disputes it.
Megha accuses Janak of unreasonable
behavior, and he denies it.
A
A
A
B
B
Source: Skill-soft training module.
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Ericsson Internal | 2015-03-11 | Page 11
Keeping Conflict Constructive
Empathy Issue
Interests Future
It takes two to argue.
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Ericsson Internal | 2015-03-11 | Page 12
1. What is a conflict?2. How it arises?3. What are its benefits/Demerits?4. How it can be resolved?5. Who will resolve them?
Conflict Management
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Ericsson Internal | 2015-03-11 | Page 13
Sources of Conflict
• Change
• Competition
• Ineffective
Communication
People are naturally territorial, and will defend what they see
as their domain.
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Ericsson Internal | 2015-03-11 | Page 14
Sources of Conflict
• Change
• Competition
• Ineffective
Communication
Own interests do NOT matter. Never forget the ultimate goal
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Ericsson Internal | 2015-03-11 | Page 15
Sources of Conflict
• Change
• Competition
• Ineffective
Communication
Words leads to misinterpretation. Generates a pseudo conflict.
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Ericsson Internal | 2015-03-11 | Page 16
Exercise- Learning Aid
Source: Skill-soft training module.
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Ericsson Internal | 2015-03-11 | Page 17
Exercise- Questions
A Change is the source of
B Competition is the source of
C Communication is the source of
…conflict between Carol and Lorraine
…conflict between Simon and Penny
…conflict between Sam and Mark
Source: Skill-soft training module.
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Ericsson Internal | 2015-03-11 | Page 18
Exercise- Answers
A Change is the source of
B Competition is the source of
C Communication is the source of
…conflict between Carol and Lorraine
…conflict between Simon and Penny
…conflict between Sam and Mark
A
C
B
Source: Skill-soft training module.
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Ericsson Internal | 2015-03-11 | Page 19
Conflict Management
1. What is a conflict?2. How it arises?3. What are its benefits/Demerits?4. How it can be resolved?5. Who will resolve them?
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Ericsson Internal | 2015-03-11 | Page 20
› You can’t prevent it but you can do something about it to..
–Resolve
–Reduce
–Encourage
Effect of Conflicts
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Ericsson Internal | 2015-03-11 | Page 21
› You can’t prevent it but you can do something about it to..
–Resolve
–Reduce
–Encourage
›The Cognitive Conflict
Effect of Conflicts
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Ericsson Internal | 2015-03-11 | Page 22
Little Cognitive conflict?
Hierarchy
Company Culture
Individuals
Unspoken Rule
Negative belief
Dominant Figure
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Ericsson Internal | 2015-03-11 | Page 23
Exercise
Source: Skill-soft training module.
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Ericsson Internal | 2015-03-11 | Page 24
Exercise- Questions
A
B
Too much cognitive conflict precipitated
Too little cognitive conflict precipitated
Keisha and Paul’s discussion
The errors in Sally and Darren’s
department
Miles’ Problem
Source: Skill-soft training module.
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Ericsson Internal | 2015-03-11 | Page 25
Exercise- Solutions
A
B
Too much cognitive conflict precipitated
Too little cognitive conflict precipitated
Keisha and Paul’s discussion
The errors in Sally and Darren’s
department
Miles’ Problem
B
A
B
Source: Skill-soft training module.
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Ericsson Internal | 2015-03-11 | Page 26
Conflict Management
1. What is a conflict?2. How it arises?3. What are its benefits/Demerits?4. How it can be resolved?5. Who will resolve them?
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Ericsson Internal | 2015-03-11 | Page 27
Negotiation Mediation
Arbitration
Conflict Resolution
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Ericsson Internal | 2015-03-11 | Page 28
› Avoidance
› Accommodation
› Compromise
› Collaboration
› Aggression
Negotiation Strategies
“Nothing astonishes men so much
as common sense and plain dealing.”
-Ralph Waldo
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Ericsson Internal | 2015-03-11 | Page 29
› Factors of effective confrontation
–Assertive
–Specific
–Current
-by constructive confrontation
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Ericsson Internal | 2015-03-11 | Page 30
-by constructive confrontation
Describe
Describe your observations
Explain
Explain the impact the behavior is causing.
Expect
Outline your specific requirements/ Expectations
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Ericsson Internal | 2015-03-11 | Page 31
Setting the ground rules
Hearing the story
Identify the real issues
Participants communicate their feelings
They identify the solutions
The agree on solutions
Mediation- The Process
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Ericsson Internal | 2015-03-11 | Page 32
Roles of Mediator
Facilitator Translator Clarifier Catalyst
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Ericsson Internal | 2015-03-11 | Page 33
Conflict Management
1. What is a conflict?2. How it arises?3. What are its benefits/Demerits?4. How it can be resolved?5. Who will resolve them?
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Ericsson Internal | 2015-03-11 | Page 34
Questions??
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