Methods for Resolving Conflcit

8/12/2019 Methods for Resolving Conflcit

1/27


2/27

Different approaches to reduce or resolveconflicts.Main objective is to minimize the destructiveimpact of conflict.

Change the factor that cause conflict.- Examples are :- increase resource available.- reorganize to reduce interdependence,- redesign reward system,- take steps to improve communication system s


3/27

- Use an appropriate techniques for enhancing

coordination.- Techniques for coordination includes:- making use of managerial hierarchy,

- relying on rules and regulations,- Enlisting liaison persons, forming task forces,- Integrating departments.


4/27

Appeal to super-ordinate goal.Superordinate goals are major common goals that requirethe support and effort of all parties.Managers can focus employee attention on higher level-superordinate, goals as a way of elimination lower level

conflict.Examples are ensuring the survival of the organizationand beating highly visible competition.

When labor union make wage concession to ensuresurvival of the company, they are responding tosuperordinate goal.Success of appeals to superordinate goals depend sonidentifying goals that are sufficiently important to allparties.


5/27

Managers should try to match the personalities and work habits of employees to avoid conflict betweenindividuals.Example: two valuable subordinates, one chainsmoker and the other a vehement anti-smoker,should probably not be required to work togetherin an enclosed space.If conflict does arise between two incompatiblepersons, a manger might seek an equitable transferfor one or both of them to other units.


6/27

Use an interpersonal conflict handling mode.In a conflict situation, individuals exhibitsbehavior that represent tow basic dimensions:assertiveness vs. submissiveness and cooperation

vs. non-cooperation. Assertiveness submissiveness refers to thedegree of activity and energy exhibited in onesgoal oriented behavior.Cooperation vs. non-cooperation is the degree ofconcern and activity or energy exhibited forsatisfying the concern of the other person.Representing these two basic dimensionsgraphically, five behavioral alternatives of conflict

resolution are generated.


7/27

Managers have five major interpersonal modes that they can use to attempt to resolveconflicts in which they are involved.

Avoidance. It involves ignoring or suppressing a conflict in the hope that it will either goaway or not become too disruptive.

A person who is unassertive and at the same time non-cooperative tends to avoid theconflict by side-stepping or postponing the conflict.Managers who are uncomfortable dealing with conflict choose to avoid the conflict and

hope that it will go away.In fact, withdrawal is one of the defense mechanisms used by individuals in dealing withconflicts.

Avoidance may be effective in the short run fro some kind o f interpersonaldisagreement, but it does little to resolve long run or chronic conflict.

Avoidance is appropriate :

when a person has low stakes in a given situation. When he finds it extremely difficult to control or deal with the situation. When he is less confident to deal with the situation due to lack of required authority andresources.

When he does not give importance to his relationships with thoese people involved inthe conflict situation.


8/27

Competition.It is a behavioral response characterized by assertiveness andaggressiveness with little or no concern for cooperating with the otherperson.It is power oriented mode where power or force is employed to win over forones right or defend oneself. To win a conflict at the expense of other party.One party wins and the other party loses.Example:

Attempting to convince another that your conclusion is correct and his ismistaken.It is employed when:

A person feels that he has a considerable amount of authority and power.One is characterized by feelings of superiority and has high concern froends and low concern for means.The other party is considered to be in a weaker position.One has high stakes in a given situation.The other party is untrustworthy.One has a high degree of power support within or outside theorganization.

There is a sense of urgency or critically demanding an immediate solution.


9/27

Accommodation.It focuses on solving conflict by allowing the desires of the otherparty to prevail.It is the willingness of one party in a conflict to place theopponents interest above his own. In order to maintain relationship, one party is willing to be self-sacrificing.Example: willing to sacrifice your goal so that the other partys goalcan be attained.


10/27

Compromise.

This style indicates intermediate concern for self and others. It is amiddle ground situation.It aims to solve conflict issue by having each party to give up somedesired outcomes in order to get other desired outcomes.It is a middle range position between two extremes.It is a situation in which each party to a conflict is willing to giveup something to make a mutually acceptable decision.

With compromise, each party wins some major issues and losesothers.

There is no clear winner or loser.Partly win and partly lose.It offers both parties the chance to be in a better position afterthe conflict is resolved.


11/27

Example: Willingness to accept a raise of 100 Takeper hour rather than TK. 200 to acknowledge

partial agreement with a specific viewpoint and totake partial blame fro an infarction.


12/27

Collaboration.

it is a behavioral alternative wherein the concern of both theparties is to cooperate in integrative ways to fully satisfy theirrespective goals or expectations.Two parties are mutually supportive and at the same time assertiveof their concerns.It strives to resolve conflict by devising solutions that allow bothparties to achieve their desired outcome.It is a situation in which the parties to a conflict each desires tosatisfy fully the concern of all parties.

Both parties win, no one is loser.It involves creativity in developing solutions that suit the needs ofboth parties in the conflict.To find an integrative solution when both sets of

concerns are too important to be compromised.


13/27

People tend to collaborate when:They have trust in each other and believe that beingmutually supportive they can attain their individualobjectives better than competing or acting independently.They have high stake in a given situation.The issue or problem is critical to both. objective is to learn.To gain commitment by incorporating concerns into aconsensus.To work through feelings which have interfered with arelationship.


14/27

Situations in which to use the five conflict-handlingmodes.

Competing.- When quick and decisive action is vital, that is

emergencies.- On important issues where unpopular actions need

implementation, for example, cost cutting.- On issues vital to company welfare when you know

you are right.- Against people who take advantage of

noncompetitive behavior.


15/27

Competition VS conflict.Competition and conflict are not the same thing.Groups strive for same goal.Little or no antagonism towards one another,Behave according to rules and procedures.Conflict.Goals become extremely important, the goal of onegroup may jeopardize the others, Open antagonism among groups,Groups violate rules and regulations.


16/27

Confrontation approach to conflict resolution- alsocalled interpersonal problem solving consists ofbringing the parties together to confront the conflict.Parties discuss the nature of their conflict and attempt to

reach an agreement or a solution. Confrontation requiresa reasonable degree of maturity on the part theparticipants and the manger must structure the situationcarefully.


17/27

Collaborating.To find an integrative solution when both sets ofconcerns are too important to be compromised.

When your objective is to learn.To gain commitment by incorporating concerns into aconsensus.To work through feelings which have interfered with arelationship.


18/27

Compromising.

This style indicates intermediate concern for self andothers.

When goals are important but not worth the efforts orpotential disruption of more assertive modes.

When opponents with equal power are committed tomutually exclusive goals.To achieve temporary settlement to complex issues.

To arrive at expedient solution under time pressure As a backup when collaboration or competition isunsuccessful.


19/27

Avoiding. When an issue is trivial, or more important issues arepressing.

When you perceive no chance of satisfying your concerns. When potential disruptions outweigh the benefits ofresolution.To let people cool down and regain perspective.

When others can resolve conflict more effectively.


20/27


21/27

Stimulating conflict

Since too little conflict can lead to apathy,lethargy and low performance, managerssometimes need to stimulate conflict.

Initiate conflict stimulation in a positive wayand with more cautious.Conflict stimulation is the creation and

constructive use of conflict by a manager.Use stimulation under the following conditions: Work groups are stagnant,Employees are content with status quo,


22/27

Employees are content with status quo,

Consensus among groups is easily reached,Groups are not creative to challenge traditionalideas.

Change within the organization is needed toremain competitive.Methods of stimulating conflict:

Altering the physical location of groups tostimulate more interaction,Forcing more resources,


23/27

In some situations, an organization may stimulateconflict by placing individual employees or groupsin competitive situations.

Managers can establish sale contest, incentiveplans, or bonus or other competitive stimulus tospark competition.

Adding people with more diverse backgrounds to a

group.


24/27

As long as the ground rules are equitable and all parties

perceive the contest as fair, the conflict created by thecompetition is likely to be constructive because eachparticipant will work hard to win and thereby enhancingsome aspect of organizational performance.

Hire outsider to shake things up . Outsiders may newemployees, current employees assigned to an existing workgroups or consultant hired on a temporary basis.Communicating more information that will prompt

organizational members to engage in constructivedialogue about the potential need for change.Encouraging internal competition.


25/27

Change the established procedures.Changing established procedures, especiallyprocedures that have outlived their usefulness,can also stimulate conflict.

Such actions cause people to reassess how theyperform their jobs and whether they performthem correctlyTraining program can be used to increaseemployee awareness of potential problems ingroup decision making and group interaction.

Appraise and analyze all possible alternatives.


26/27

Styles of interpersonal conflict

Integrating style. It indicates high concern for self andothers. It is also known a problem solving. It involvescollaboration between the partiesObliging style. It indicates low concern for self andhigh concern for others. It is also known asaccommodating. An obliging person neglects his ownconcern to satisfy the concern of other party. He is likea conflict absorber.


27/27

Dominating style. This style indicates high concernfor self and low for others. It is win-lose

orientation. Dominating person ignores the needsand expectations of the other party. He wants to win at any cost. A dominating boss wants to use hisposition power to impose his will on thesubordinates and command his obedience.

Avoiding style. This style indicates low concern forself and others. It is also known as suppression. Ithas been associated with withdrawal, buck-passing,sidestepping, see no evil, hear no evil, speak no evilsituations. An avoiding person fails to satisfy hisown concern as well as the concern of the otherparty.

Methods for Resolving Conflcit

Documents

Transcript of Methods for Resolving Conflcit