Conflict Management Kn


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Target Audience is mid to senior management level.

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Conflict Management Kn

  1. 1. Conflict Management Kharafi NATIONAL
  2. 2. Course Objectives • Understand what conflict is and how it can escalate • Be able to recognize the five most common conflict resolution styles and when to use them • Increase positive information flow, through non- verbal and verbal communication skills • Develop effective techniques for intervention strategies • Strengthen staff trust and morale • Become more confident of your ability to manage conflicts to enhance productivity and performance
  3. 3. Defining Conflict • From an organizational point of view, conflict can be viewed as anything that disrupts the “normal” routine. • Conflict is also “the hostility caused when you strived for the outcomes you prefer, and thus prevent others from getting the outcome they want.” • Are there other definitions that work for you?
  4. 4. Defining Conflict Some assumptions about conflict: • Conflict is avoidable. • Conflict produces inappropriate reactions by the persons involved. • Conflict creates a polarization within the organization. What are some positives and negatives about conflict?
  5. 5. Types of Conflict • Inner conflict • Interpersonal conflict • Group conflict
  6. 6. Types of Conflict Twelve Roots of Interpersonal Conflict • Basic Differences • Prejudice/Bias • Nastiness/Stubbornness • Sensitivity/Hurt • Differences In Perception/Values • Differences Over Facts • Differences Over Goals/Priorities • Differences Over Methods • Competition For Scarce Resources • Competition For Supremacy • Misunderstanding • Unfulfilled Expectations
  7. 7. Types of Conflict Roots of Group Conflict • Goal segmentation and rewards • Mutual departmental dependence • Unequal departmental dependence • Functional unit and environment • Role dissatisfaction • Role ambiguities • Common resource dependence
  8. 8. Open Conflict vs. Hidden Conflict There are two ways of dealing with conflict. • We can be open and up front about it • We can keep it hidden and let it smolder inside us Group Questions • Can you think of times when you have been open about a conflict you are experiencing with another person? • Can you think of a time when you were more covert or hidden about how you were really feeling? • Why did you sometimes feel okay about speaking up? • What held you back when you were keeping your conflict hidden?
  9. 9. Spontaneous and Reflective Action • Those who are extroverts are notorious for opening their mouth and putting their foot in it. • This is spontaneous behavior: neither thinking things through nor considering the consequences before we speak. • However, introverts are usually more reflective. • This means they think before they speak, but they also self-censure to the point that what needs to be said doesn’t get verbalized.
  10. 10. Johari Window
  11. 11. Johari Windows The Johari Styles •A Turtle: Low Trust and Low Respect •An Owl: High Respect and Low Trust •A Bull in the China Shop: High Trust and Low Respect •A Picture Window: High Trust and High Respect
  12. 12. Session Seven: Stages of Conflict • Latent Conflict • Perceived Conflict • Felt Conflict • Manifest Conflict • Conflict Aftermath
  13. 13. Stages of Conflict Stage 1: Mild Difference Stage 2: Disagreement Stage 3: Dispute Stage 4: Campaign Stage 5: Litigation Stage 6: Fight and/or War
  14. 14. Conflict Outcomes Strategies For Dealing with Conflict • Lose-Lose • Win-Lose • Win-Win
  15. 15. Strategist For Resolutions
  16. 16. Strategy GAME Win As Much as You Can • 4 X's: Lose $1.00 each • 3 X's: Win $1.00 each • 1 Y: Lose $3.00 • 2 X's: Win $2.00 each • 2 Y's: Lose $2.00 each • 1 X: Win $3.00 • 3 Y's: Lose $1.00 each • 4 Y's: Win $1.00 each
  17. 17. Conflict Resolution Style Questionnaire
  18. 18. Active Listening Steps to Active Listening • Listen for total meaning. • Respond to feelings. • Note all cues.
  19. 19. Paraphrasing • Paraphrasing is another skill that is critical to your efforts to resolve conflict. It helps clarify what is being said by both parties in the disagreement. • The key to paraphrasing in a conflict situation is to remain calm and collected, as you restate what you believe they’ve said.
  20. 20. Powerful Questions Questions can: • Gather additional information. • Clarify information. • Help lead the other person to an insight not yet his or hers.
  21. 21. 7 Steps to Ironing Things Out 1.Remove all masks. 2.Identify the real problem 3.Communicate in a manner certain to be received 4.Give up a must win attitude. 5.Develop several possible solutions. 6.Evaluate options and select a solution. 7.Acknowledge and preserve the value of the relationship.
  22. 22. The Conflict/Opportunity Test • What is the conflict? • Who are the players? • If this conflict is resolved, what are the benefits? • If this conflict is not resolved, what are the payoffs or benefits for me? • If the conflict is not resolved, what harm can follow? • If this conflict is resolved, will the benefit create a better situation than before the conflict arose? • Whatever the outcome, can I see that the conflict added a positive dimension to the potential outcome?
  23. 23. Conflict and its Resolution Conflict Stated Position Stated Position Needs Needs AssumptionsAssumptions Person 1 Person 2
  24. 24. Conflict and its Resolution
  25. 25. Facilitating Conflict • There is a danger of being in the midst of a difficult situation without recognizing it. • Prepare. • Gather as much information as you can about how the other person /group might be thinking and feeling. Try to understand their perspective. • Know your own hot buttons. What makes you react or get angry?
  26. 26. Facilitating Conflict Facilitating conflict has two distinct steps: Venting: This involves listening to people so they feel heard, and so that built up emotions are defused. People are rarely ready to move on to solutions until their emotional blacks have been removed. Resolving the issue: This means choosing the right structured approach to get to solutions. This can be a collaborative problem-solving activity, compromising, accommodating, or consciously avoiding.
  27. 27. Setting Norms • What behaviors and rules should we adhere to if we find ourselves getting into serious disagreements? • What can we do to ensure that we have a good debate instead of a heated argument?
  28. 28. Making an Intervention • During any workshop or meeting, there are many occasions when you will need to make an intervention. • The definition of intervention is: “any action or set of actions deliberately taken to improve the functioning of the group.” • Intervening is like holding up a mirror to the participants so that they can see what they're doing and take steps to correct the problem.
  29. 29. Making Interventions Word interventions by: • Describe what you're seeing. • Make an impact statement. • Redirect the person's behavior(s). Examples: • "I'm noticing that ..." • "I'd like to offer this observation. ..." • "Let's stop for a moment and look at what's happening here." • "It strikes me that ..." • “What are people experiencing right now?”
  30. 30. Making Interventions Deal with resistance using these steps. Step 1 Invite the resistor to express his or her resistance while you listen actively, paraphrase and offer empathy. • “Tell me why you feel this way?” • “What happened last time?” Step 2 After all the concerns have been acknowledged, ask questions to prompt the resistor to suggest solutions. • “What circumstances would make you willing to stay?” • “What assurance will eliminate your concerns?”
  31. 31. Objectives Review QUESTIONS