Gerenciamento de Conflitos Hamburg Univ.
Transcript of Gerenciamento de Conflitos Hamburg Univ.
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Dr. Giselher Dombach
Project Management
Introduction to Conflict Management
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Presenting concepts of
individual and group conflicts
Explaining the escalation
mechanism
Providing some concepts to
settle conflicts
Goals of this session
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Conflicts are everywhere
Conflicts are fueled by human interactions and fierce competition in a dramatically
changing environment
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Managers identify the following reasons for conflicts
Managers responsibility Communication is insufficientMutual dependencySense of unfair treatment
Unclear responsibilitiesLittle constructive criticism
Personal issues DistrustIncompatible personalitiesFights for power and influenceResentment, anger, sensibility
Facts based issues Membership in different unitsFight for responsibilitiesReward systems
Lost of faceCompetition for scarce resources
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Managers are trapped in a sandwich position
Superiors
Subordinates
Manager
Managers have to cope with this net of conflict potentials and have to find their
own role
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Managers have to slip into different shoes
These different roles bear additional conflict potentials
Managers
Characteristics
Holistic thinking Develops visions
Strong communicator
Wants to decide (loves risks)
Decides
cooperatively and
integratively
Self motivated
and initiative
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Managers are confronted with three classes of conflicts
Good news there are tools to cope with all these conflicts
Criticisms and
controlling
conflicts
Decision conflicts
Communication
conflicts
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Decision conflicts are daily business
Decision conflicts can lead to two behaviors
Lack of Information
Leverage &
InfluenceTime constraints
ParalysisHectic
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Conflicts are mainly based on miscommunication
Avoid further conflicts by phrasing your criticism clear and associated with next steps
85% of managerial time is used for communication80% of our communication is non-verbal or para-verbal communication
These facts may illustrate the potential for communication conflicts
Communication
Verbal
Words, Message
Non-verbal
Gestures
Mimic
Para-verbal
Tone
Voice
Loudness
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We have four ears for verbal communications with more potentials forconflicts
In analyzing conflicts you should listen with all of your four ears
Relation
Which relation do we
have?
Facts
Which are the facts and
figures?
Request
What does he/she want
from me?
Self declaration
What sort of person is
he/she?
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That all sounds good, but.
We dont have time for a long analysis in the real world
We are always under enormous stress to come up with a decision
There are so many interdependent issues influencing our
decisions
Conflicts are not easy to calculate
Organizational politics determine our decisions
Somebody has to suffer anyway...
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...but be aware of this first impression trap
So, try to find time to use objective methods to come to your decision
People are influenced by the first impressionsof the other party
First impressions are not objective
impressions but a complex response of your
inner believes and ideas to external
information
You cannot avoid the misguiding effect offirst impressions
The danger exists that first impressions
become fixed impressions
Emotionalizing your decisions can increase
conflicts!
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Conflicts are based on social interactions
Parties are mutual dependent
Room for movement exists
Two partners are involved at least
Different goals and interests
Role conflicts
Conflicting issues Hot / Cold conflicts
Formal / Informal
conflicts
Four dimensions of conflicts
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Role conflicts are based on social positions
Role conflicts are based on interdependent social
positions and relations (sandwich position of
managers, private relationships)
Different expectations of other parties and self-
expectations clash with reality and lead to conflicts
Own expectations cannot be matched sometimes
Role overload is a typical conflict potential not only in
project management settings
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Background issues can be more important than foreground conflicts
Con
flicting
percep
tions
Struc
tura
lc
on
flicts
Va
lueconfl
icts
Con
flictofi
nteres
ts
Emo
tional
con
flicts
Soc
ialconfl
icts
Con
flicting
targe
ts
Commun
ica
tioncon
flicts
Fact based conflict
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Clear signs signal conflicts
Withdrawal Partners avoid direct eye contact
Disparagement Negative expression about other party
Ignoring Other party ignores message or decision
Distance No cordial relation; formal procedures dominate relationship
Silence A very specific expression of lack of respect
Gestures, mimic Negative non-verbal or para-verbal signals
Be aware of cultural differences!
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Conflicts can escalate due to self propelling dynamics
Harde
ningo
fpos
itions
Fierce
de
ba
te
Ac
tions
ins
tea
do
fword
s
Image
s,
coa
litions
Losto
fface
Threa
ts
Limite
ddes
truc
tions
Comp
letemu
tua
ldes
tru
ction
La
ten
tcon
flict
Sp
littingup
Self
ModerationPreventionExternal
Moderation MediationExternal
decision
Win - Win
Win - Lose
Lose - Lose
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There are early warning signs for an escalating conflict (1)
Dont trust anybody
Mutual dependency is ignored
Fear and distrust dominates
Relations are superficial
Emotions are always right
Details block the discussion
Emotions overwhelm facts
Facts move to the background
The other side is bad I am different
Fantasies replace reality
Black & white perspective
Own hostile actions are perceived as necessary reactions
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There are early warning sign for an escalating conflict (2)
We have nothing to do with each other
Limited contacts
Information are restricted
Common goals and objectives are no longer important
The other side should just get away
Enemies are confronting
Solutions are no longer interesting
Direct communication is no longer requested
Destruction of the other side becomes the dominant goal
Interventions by external parties can help to prevent further escalation
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Conflicts are inevitable elements of group development
Orientation
Conflicts
Organization
High
Performance
Complex tasks need complex teams associated with high conflict potentials
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Warming Group and members have to define their roles
Roles are
not clear
Acceptance
of behavior
Acceptan
ce of
person
andemotions
Wait &
See
Introverted
members
Dependent on team
leader
To Do:
Create commitment to goals
Goals and milestones must
be described clearly
Information channels shouldbe defined transparently
Clear structures and
processes have to be
established
Building networks and
social relations
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Storming The hours of conflicts
Experimenting
Stretching
rules and
norms
Fight for
power
and
territory
Politics
Challenging
the leader
Struggle for status
To Do:
Leading into the right roles
Honing structures and
processes
Mediating betweenopponents
Group training and
development
Setting high goals
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Norming Time for cooperation
Get together
Group
feeling
Authentic and
open
communication
Consensus
Strategies
to avoid
conflicts
Signals:
Interest of sponsor decreases
Management wants to control
more
Moving targets Milestones and priorities are
changed
Group becomes increasingly
separated from organizational
environment
Risk of
loosing
contact to
environment
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Performing The group is aligned with the goal
Group
alignment
Committe
d to
success
Group
wants toachieve
To Do:
Reflecting on group work
Avoiding group think
Continuous 360 feedback
Team development
Celebrating success
High Performance Team
There is a specific conflict potential when the goal is achieved
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