Welcome to the session on… …             Managing                      Di                                ct               ...
Conflict !?
Objectives -To understand “Conflict” in organization -To manage our own emotional responses to difficult situations -To ma...
Session Plan… -Discussion about “Conflict” -Handling conflicting situation: A game play -Team interaction -Discussion abou...
A simple test of Conflict…Look at the words below and say the COLOR, not the WORD, e.g.CONFLICT, MANAGEMENT…… ready ?     ...
A mind set… 1“Life is difficult,that is thenorm”
A mind set… 2“We areresponsible forourown life situationand the choiceswe makeabout respondingto it”
A mind set… 3“Sometimes wewill win andsometimesothers will win-we have toaccept both,cordially.
What is Conflict…“Conflict is a difference of interests,understanding, values, style or opinion”“Conflict exists when acti...
Why Conflict…    -Different values and beliefs    -Role pressure or clarification    -Perception differences    -Diverse g...
The Good and Bad…Functional conflict contributes to theachievement of the goals of the group or theorganization. Functiona...
The Span of Conflict… Intrapersonal                        Inter-groupInter-personal (Intra-group)
Levels of Conflict…                                               Negative                                             att...
Positive Forces of Conflict…  -Stimulates interest  -Means for problems to be heard  -Increases cohesiveness  -Promotes ch...
Negative Forces of Conflict… -Diverts attention from important issues -May damage morale -May cause polarization -Reinforc...
GAME PLAY
Game: “Conflict for Survival”1. Sextant2. Mirror3. Jar of water4. Mosquito net5. One case of army ration6. Map of Bay of B...
Game: “Conflict for Survival”            Official ratings of the items                                 !?1. Mirror2. One c...
Team Interaction
Styles of Conflict Management     1. Forcing     2. Avoiding     3. Accommodating     4. Compromising     5. Collaborating
Styles of Conflict ManagementStyle 1      Forcing             (Win-Lose)Objective    Get your way.Your         “I know wha...
Styles of Conflict Management Style 2     Objective   Your Posture     Supporting       Likely Outcome                    ...
Styles of Conflict Management   Style 3      Objective       Your Posture         Supporting      Likely                  ...
Styles of Conflict ManagementStyle 4     Compromising            (Lose-Lose)Objective   Reach an agreement quickly.Your   ...
Styles of Conflict ManagementStyle 5      Collaborating             (Win-Win)Objective    Solve the problem together.Your ...
Styles of Conflict ManagementPlease, remember…           SOLVING              THE           PROBLEM            IS THE     ...
Guidelines for effective Collaboration      Initiator   Mediator   Respondent
Guidelines for effective Collaboration            The Initiator            -   Maintain personal ownership of the problem....
Guidelines for effective Collaboration            The Mediator            •   Acknowledge that conflict exists and treat i...
Guidelines for effective Collaboration            The Respondent            •   Respond appropriately to the initiator’s e...
Summary-Conflict is essential to the survival of the organization.-Conflict should not only be accepted but encouraged ino...
ThankYou
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INDUSTRIAL RELATIONS

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INDUSTRIAL RELATIONS

  1. 1. Welcome to the session on… … Managing Di ct ff i u l Situations :: Conflict Management ::
  2. 2. Conflict !?
  3. 3. Objectives -To understand “Conflict” in organization -To manage our own emotional responses to difficult situations -To manage conflict more effectively
  4. 4. Session Plan… -Discussion about “Conflict” -Handling conflicting situation: A game play -Team interaction -Discussion about “Conflict Management” -Quiz -Case Study -Session Evaluation ].[
  5. 5. A simple test of Conflict…Look at the words below and say the COLOR, not the WORD, e.g.CONFLICT, MANAGEMENT…… ready ? YELLOW BLUE ORANGE BLACK RED GREEN PURPLE YELLOW RED ORANGE GREEN BLACK BLUE RED PURPLE Left – Right Conflict !!! Your right brain tries to say the color but your left brain insists on reading the word
  6. 6. A mind set… 1“Life is difficult,that is thenorm”
  7. 7. A mind set… 2“We areresponsible forourown life situationand the choiceswe makeabout respondingto it”
  8. 8. A mind set… 3“Sometimes wewill win andsometimesothers will win-we have toaccept both,cordially.
  9. 9. What is Conflict…“Conflict is a difference of interests,understanding, values, style or opinion”“Conflict exists when actions of one personprevent, block, interfere, injure or in some waymake achievement of another person’s goals lesslikely”“Conflict is the fight, collision, struggle or contestbetween competitors” ].[
  10. 10. Why Conflict… -Different values and beliefs -Role pressure or clarification -Perception differences -Diverse goals or objectives -Group status or identity -Race, ethnicity, or gender differences -Personality clash or conflict -Competition for limited resources -Disagreement on how things should be done -Personal, self, or group interest -Tension and stress -Informational deficiency -Power and influence ].[
  11. 11. The Good and Bad…Functional conflict contributes to theachievement of the goals of the group or theorganization. Functional conflict should benurtured, if not encouraged.Dysfunctional conflict impedes theorganization from accomplishing its goals.Dysfunctional conflict should be reduced orremoved. ].[
  12. 12. The Span of Conflict… Intrapersonal Inter-groupInter-personal (Intra-group)
  13. 13. Levels of Conflict… Negative attitudes and Crisis fixed opinions Normal Tension functioning becomes difficult Motives and Misunderstandings facts are confused Incidents Short, sharp exchange Discomfort occurs Things don’t feel right
  14. 14. Positive Forces of Conflict… -Stimulates interest -Means for problems to be heard -Increases cohesiveness -Promotes change -Provides means to work together ].[
  15. 15. Negative Forces of Conflict… -Diverts attention from important issues -May damage morale -May cause polarization -Reinforces differences in values -Produces irresponsible and regrettable behaviors
  16. 16. GAME PLAY
  17. 17. Game: “Conflict for Survival”1. Sextant2. Mirror3. Jar of water4. Mosquito net5. One case of army ration6. Map of Bay of Bengal7. Floating seat cushion8. One can of oil-gas mixture9. Small transistor radio10. Shark repellent11. 3 sqft opaque plastic sheet12. One bottle of rum13. 5m of nylon rope14. 2 boxes of chocolate bars15. Fishing kit
  18. 18. Game: “Conflict for Survival” Official ratings of the items !?1. Mirror2. One can of oil-gas mixture3. Jar of water4. One case of army ration5. 3 sqft opaque plastic sheet6. 2 boxes of chocolate bars7. Fishing kit8. 5m of nylon rope9. Floating seat cushion10. Shark repellent11. One bottle of rum12. Small transistor radio13. Map of Bay of Bengal14. Mosquito net15. Sextant
  19. 19. Team Interaction
  20. 20. Styles of Conflict Management 1. Forcing 2. Avoiding 3. Accommodating 4. Compromising 5. Collaborating
  21. 21. Styles of Conflict ManagementStyle 1 Forcing (Win-Lose)Objective Get your way.Your “I know what’s right. Don’tPosture question my judgment or authority.”Supporting It is better to risk causing a fewRationale hard feelings than to abandon a position you are committed to.Likely You feel vindicated, but otherOutcome party feels defeated and possibly humiliated. ].[
  22. 22. Styles of Conflict Management Style 2 Objective Your Posture Supporting Likely Outcome Rationale Avoiding Avoid “I’m neutral on Disagreements Interpersonal(Lose-Win) having to that issue. Let are inherently problems don’t get deal with me think about bad because resolved, causing conflict. it.” they create long-term frustration tension. manifested in a variety of ways.
  23. 23. Styles of Conflict Management Style 3 Objective Your Posture Supporting Likely Rationale OutcomeAccommodating Don’t “How can I help you Maintaining Other (Lose-Win) upset the feel good about this harmonious person is other encounter? My relationship likely to person. position isn’t so s should be take important that it is our top advantage worth risking bad priority. of you. feelings between us.”
  24. 24. Styles of Conflict ManagementStyle 4 Compromising (Lose-Lose)Objective Reach an agreement quickly.Your “Let’s search for a mutuallyPosture agreeable solution.”Supporting Prolonged conflicts distractRationale people from their work and engender bitter feelings.Likely Participants become conditionedOutcome to seek an expedient, rather than effective solution.
  25. 25. Styles of Conflict ManagementStyle 5 Collaborating (Win-Win)Objective Solve the problem together.Your “This is my position. What isPosture yours? I’m committed to finding the best possible solution.”Supporting The positions of both partiesRationale are equally important (though not necessarily equally valid). Equality emphasis should be placed on the quality of the outcome and the fairness of the decision-making.Likely Participants find an effectiveOutcome solution.
  26. 26. Styles of Conflict ManagementPlease, remember… SOLVING THE PROBLEM IS THE GOAL… NOT WINNING!
  27. 27. Guidelines for effective Collaboration Initiator Mediator Respondent
  28. 28. Guidelines for effective Collaboration The Initiator - Maintain personal ownership of the problem. - Succinctly describe your problem in terms of behaviors, consequences and feelings (“When you do X, Y happens, and I feel Z.”) Use a specific incident to explore the root causes of a problem. - Avoid making accusations and attributing motives to the respondent. - Specify the expectations or standards that have been violated. - Persist until understood. - Encourage two-way interaction by inviting the respondent to express his or her perspective and ask questions. - Don’t “dump” all your issues at once. Approach multiple issues incrementally. Proceed from simple to complex, easy to hard. - Appeal to what you share (principles, goals, constraints).
  29. 29. Guidelines for effective Collaboration The Mediator • Acknowledge that conflict exists and treat it seriously. • Construct a manageable agenda by breaking down complex or multiple issues. • Do not take sides. Remain neutral regarding the disputants as well as the issues as long as violation of policy is not involved. • Focus the discussion on the impact the conflict is having on performance and the detrimental effect of a continued conflict. • Keep the interaction issue oriented, not personality oriented. Also, make sure that neither disputant dominates the conversation. • Help disputants keep their conflict in perspective by identifying areas of agreement or common viewpoint. • Help disputants generate multiple alternatives in a nonjudgmental manner. • Make sure that both parties are satisfied with the proposed resolution and committed to implementing it.
  30. 30. Guidelines for effective Collaboration The Respondent • Respond appropriately to the initiator’s emotions. If necessary, let the person “blow off steam” before addressing substantive issues. • Establish a climate for joint problem solving by showing genuine concern and interest. Respond empathetically, even if you disagree with the complaint. • Avoid justifying your actions as your first response. • Seek additional information about the problem. Ask questions that channel the initiator’s remarks from general to specific and evaluative to descriptive statements. • Focus on one issue, or one part of an issue, at a time. • Agree with some aspect of the complaint (facts, perceptions, feelings, or principles). • Ask the initiator to suggest more acceptable behaviors. • Agree on a remedial plan of action. ].[
  31. 31. Summary-Conflict is essential to the survival of the organization.-Conflict should not only be accepted but encouraged inorganizations.-Effective conflict management includes both stimulationand reduction of conflict.-Conflict management is the responsibility of all employees-Understanding your style can assist in working with others-All styles have their place, but collaboration is best for mostwork situations ].[
  32. 32. ThankYou

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