conflict mgtimp

8/14/2019 Conflict MgtIMP

1/33

CONFLICT MANAGEMENT


2/33

Definition of Conflict

A situation in which someonebelieves that his or her own needs

have been denied.

Conflict may be defined as a situationin which there is breakdown in

decision making owing to irrationaland incompatible stand taken by oneor all related to decision making.


3/33


4/33

The important step in conflict

management is the understandingof the nature of and dynamicsinvolved in the conflict. Some of

the forms of conflict are intrapersonal

interpersonal

intragroup

inter group


5/33


6/33

Symptoms Of Conflict

Tensions.

No desire to communicate.

Work not done properly.Disastrous meetings.

Anger occurs quickly

and easily.


7/33


Failing productivity. Slipping morale.Absenteeism.Accidents. Escalating costs. Slamming doors. Shouting. Bad times.


8/33


The employee (or employees) involveddisplay no desire to communicate.

Bad tempers are evident.

Productivity is falling.

Morale is slipping.


9/33

SOURCES OF CONFLICT:


10/33


11/33

RESPONSES TO CONFLICT:SOFT:

Withdrwing. Ignoring.

Denying.

Giving in.

HARD:

Threatening.

Pushing. Hitting.

Yelling.


12/33

PRINCIPLED:

Listening.

Understanding. Respecting.

Resolving.


13/33

OUTCOMES OF CONFLICT:SOFT: LOSE-LOSE LOSE-WIN

HARD: LOSE-LOSE WIN-LOSE

PRINCIPLED: WIN-WIN.


14/33

TYPES OF CONFLICT:

Interpersonal Conflict Conflict between individuals due to differences in their

goals or values.

Intragroup Conflict Conflict within a group or team.

Intergroup Conflict Conflict between two or more teams or groups.

Managers play a key role in resolution of this conflict

Interorganizational Conflict Conflict that arises across organizations.


15/33

INTRAPERSONAL CONFLICT

Role conflict

GOAL CONFLICT

Approach- Approach Conflict Approach-Avoidance Conflict


16/33

INTERPERSONAL CONFLICT

Conflict between two members of thesame group or of the same organization iscommon inspite of good management

efforts to reduce it. If ignored and left tothemselves, the two can developdestructive attitudes. .


17/33

sources of interpersonal conflict. The tendency on the part of most people to

compete with others in their work environment

and establish superiority over them. People with differing styles, needs and values

having to work together.

Fixed goals.

Exploitary tendencies on the part of somepeople and

Positional or status differences.


18/33

INTERGROUP CONFLICT ORORGANIZATIONAL CONFLICT

Line and staff competition

Functional interdependence

Labour-management polarization

Organization-individual disagreements

Disagreement over goals

Over lapping or ambiguous personalities

Bottlenecks in the flow of work

Personality clashes


19/33

CONFLICT MANAGEMENT:

Five conflict management modes

Withdrawal/Avoidance.

temporarySmoothing /Accomodating.

fails to resolve

CompromisingForcing/Competing.

Provides

Problem solving/collaboration


20/33

CONFLICT APPROACHES:COMPETING/FORCING.

APPROPRIATE:

An emergencylooms.

The issue is trivial

and others dontreally care whathappens.

Youre sure youreright, and beingright mattersmore than

preservingrelationshi s.

INAPPROPRIATE:

Collaboration isnot yet beenattempted.

Co-operation fromothers isimportant.

Used routinely formost issues.

Self-respect ofothers is

diminished


21/33

COLLABORATING:

APPROPRIATE: Co-operation is

important.

A creative end is

important. Reasonable hopes

exists to address allconcerns.

The issues andrelationship are bothsignificant.

INAPPROPRIATE: Time is short.

Issues areunimportant.

Youre over-loaded.

The goals of the

other personcertainly arewrong.


22/33

COMPROMISING:

APPROPRIATE:

Co-operation isimportant but timeor resources arelimited.

When finding somesolution, even lessthan the best, isbetter than a

complete stalemate. When efforts to

collaborate will bemisunderstood as

forcing.

INAPPROPRIATE:

Finding the mostcreative solutionspossible is

essential. You cant live with

theconsequences.


23/33

AVOIDING:

APPROPRIATE:

The issue istrivial.

The relationship is

in-significant. Time is short and

a decision is notnecessary.

You have littlepower but stillwish to block the

other person.

INAPPROPRIATE:

You care bothabout therelationship and

the issuesinvolved.

Used habituallyfor most issues.

Negative feelingsmay linger.

Others would

benefit from


24/33

ACCOMMODATING:APPROPRIATE:

You really dontcare about theissue.

Youre powerlessbut have no wishto block the otherperson.

You realize youare wrong.

INAPPROPRIATE:

You are likely toharborresentment.

Used habitually inorder to gainacceptance.


25/33

PROBLEM-SOLVING: Set the stage.

Gather perspectives.

Identify the interests.

Create options. Evaluate options.

Generate agreement.


26/33


27/33


28/33

competition

Plus

The winner is clear

Winners usually experience gains

Minus

Establishes the battleground for thenext conflict

May cause worthy competitors towithdraw or leave the organization


29/33

Accomodation

Plus

Curtails conflict situation

Enhances ego of the other

Minus

Sometimes establishes a precedence

Does not fully engage participants


30/33

Compromise

Plus

Shows good will

Establishes friendship

Minus

No one gets what they want

May feel like a dead end


31/33


32/33

PRINCIPLES OF CONFLICTRESOLUTION:

Separate people from the problem.

Focus on interests, not positions.

Invent options for mutual gain.

Use objective criteria.


33/33

THANK YOU !

conflict mgtimp

Documents