Conflict Mangement (2)

8/6/2019 Conflict Mangement (2)

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CONFLICT MANAGEMENT


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INRAINDIVIDUAL CONFLICT


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Kinds of conflict

Conflict due to frustration

Goal conflict

Role conflict and ambiguity


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Conflict due to frustration

Barrier overt (physical) /covert (socio-

psychological)

Defense mechanisms aggression,

withdrawal, fixation, compromise


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Goal conflict

Approach approach conflict two or morepositive but mutually exclusivegoals dissonance choose one convincingly

Approach avoidance conflict - singlegoalcontains positive andnegativeelements long term planning of managers

Avoidance avoidance avoid two or morenegative but mutually exclusivegoals leaveit /accept it causes frustration


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Role conflict and ambiguity

The person and the role personality vs.

expectations from the role

Intra-role conflict contradictory expectations

from a given role

Inter-role conflict two or more roles to be

played at thesame time


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INTERPERSONAL CONFLICT


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Causes

Personal differences background

Informationdeficiency

Roleincompatibility

Environmental stress


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Analysis - Johari window

Openself knows about himself and theother person

Hiddenself knows about himselfnot theother tries to keep himself hidden

Blindself knows about the other but notabout himself/ herself may causeirritation

to the other Undiscoveredself doesnot know about

himself or the other - misunderstanding


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Solutions

Model the attitudes and behaviors you want

your employees to emulate

Identify thesource of conflict,structural orinterpersonal

Focus on the task,not personalities

Address conflict in a timely way Learn from conflict


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Solutions

Allow time to cool off

Analyze thesituation

State the problem to the other person

Leave the person an out


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INTERGROUP CONFLICT


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Reasons

Competition for resources

Task interdependence

Jurisdictional ambiguity

Statusstruggles


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Impact

They we

Cohesive

Threatenedgroup feelssuperior

No communication/ negative comments /

hostility

Losinggroup finds a scapegoat

Group neurosis


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Solutions

Avoidance ignore / impose a solution

Diffusion playingdown theimportance /

settingsuper-ordinategoals Containment negotiation for equally

powerful parties

Confrontation redesigning jobs orresponsibilities


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Organizational structural conflict

Hierarchical conflict

Functional conflict

Line staff conflict

Formal informal conflict


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ROLE OF CONFLICT


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Traditional assumptions

Conflict is avoidable

Conflict is caused by troublemakers, boat

rockers, and prima donnas Legalistic forms of authority such as going

through channels or sticking to the book

areemphasized

Scapegoats are accepted asinevitable


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New assumptions

Conflict isinevitable.

Conflict isdetermined by structural factors

such as the physical shape of a building, thedesign of a career structure, or thenature of a

classsystem.

Conflict isintegral to thenature of change.

A minimal level of conflict is optimal.


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NEGOTIATION SKILLS


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Old Negotiating Techniques

Compromising

Forcing

Accommodating

Avoiding


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Modern Negotiating Techniques

Establishingsuper ordinategoals

Separating the people from the problem

Focusing oninterests,not on positions

In

ven

ting

options

for mu

tu

algain

Using objective criteria


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Low risk negotiation techniques

Flattery

Addressing theeasy point first

Silence

Inflated opening position

Oh poor me


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High risk negotiating techniques

Unexpected temper losses

High- balling

Boulwarism - takeit or leaveit

Waitinguntil the last moment


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Other techniques

Good cop bad cop

Insisting that meetings be held on ones own

turf Scheduling meetings at inconvenient times

Interrupting meetings with phone calls and

side meetings


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Harvard Negotiating Project

People Separate people from problem

Interests Focus oninterestsnot positions

Options- Generate a variety of possibilitiesbeforedeciding what to do

Criteria Insist that the result be based on

some objectivestandard


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Contd.

Independent of trust

Explore commoninterests

Conflict Mangement (2)

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