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Conflict revu
Conflict revu
Conflict revu
Conflict revu
Conflict revu
Conflict revu
Conflict revu
Conflict revu
Conflict revu
Conflict revu
Conflict revu
Conflict revu
Conflict revu
Conflict revu
Conflict revu
Conflict revu
Conflict revu
Conflict revu
Conflict revu
Conflict revu
Conflict revu
Conflict revu
Conflict revu
Conflict revu
Conflict revu
Conflict revu
Conflict revu
Conflict revu
Conflict revu
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Conflict revu
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Conflict revu

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  • 1. CONFLICT<br />
  • 2. CONFLICT<br />
  • 3. MEANING<br />“A state of incompatibility of ideas between <br />two or more parties or individuals.”<br />
  • 4. DEFINITION<br />Conflict can be defined as an expressed struggle between at least two interdependent parties, who perceive that incompatible goals, scarce resources, or interference from others are preventing them from achieving their goals <br />Wimot and hocker,2001<br />
  • 5. We see things:<br />Not as they are<br />But as weare<br />Presented by: Dr.Samar<br />
  • 6. GENERAL CAUSES OF CONFLICTS<br /><ul><li>Scarcity of resources
  • 7. Different attitudes, values or perceptions.
  • 8. disagreements about needs, goals, priorities and interests
  • 9. Poor communication
  • 10. poor or inadequate organizational structure
  • 11. lack of teamwork
  • 12. lack of clarity in roles and responsibilities </li></li></ul><li>TYPES OF CONFLICTS<br />Intrapersonal<br />Interpersonal<br />Intragroup<br />organisational<br />
  • 13. Intrapersonal<br />An intrapersonal conflict occurs within an individual in situations in which he or she must choose between two alternatives<br />
  • 14. Interpersonal conflict<br />conflict between two or more individuals.<br />INTERGROUP CONFLICTrefers to disagreements or differences between the members of two or more groups.<br />
  • 15. Organizational conflicts<br />conflict also occurs in organization because of differing perceptions or goals. <br />
  • 16. THE CONFLICT PROCESS<br />LATENT CONFLICT <br />PERCEIVED CONFLICT<br />FELT CONFLICT<br />MANIFEST CONFLICT<br />CONFLICT RESOLUTION<br />CONFLICT AFTERMATH<br />
  • 17. EFFECTS OF CONFLICT IN ORGANIZATIONS<br />DESTRACTIVE EFFECTS<br /><ul><li>Stress
  • 18. Absenteeism
  • 19. Staff turnover
  • 20. De-motivation
  • 21. Non-productivity</li></li></ul><li>CONSTRUCTIVE EFFECT<br /><ul><li>Improves decision quality
  • 22. Stimulates creativity
  • 23. Encourages interest</li></li></ul><li>SIGNS OF CONFLICT BETWEEN INDIVIDUALS<br />Colleagues not speaking to each other or ignoring each other <br />Contradicting and bad-mouthing one another<br />Deliberately undermining or not co-operating with each other.<br />
  • 24. OUTCOMES OF CONFLICT<br />Win-lose outcome<br />Lose-lose outcome<br />Win- win outcome<br />Grrrrr…..<br />Grrrrr…..<br />
  • 25. Conflict Management<br />
  • 26. Multiple factors <br />Identify the boundaries of the conflict.<br /> Understand the factors that limit the possibilities of managing the conflict constructively.<br />
  • 27. CONT……….<br />.<br /> Be aware of whether more than one issue is involved.<br />Be open to the ideas, feelings, and attitudes expressed by the people involved. <br />Be willing to accept outside help to mediate the conflict.<br />
  • 28. Handling conflict situations<br />
  • 29. Conflict-ManagementStrategies<br />DEFENSIVE MODE<br />COMPROMISE<br />PROBLEM SOLVING<br />
  • 30. DEFENSIVE MODE<br /><ul><li>Suppress the conflict.
  • 31. Restrict or isolate the conflict
  • 32. Smooth it over
  • 33. Avoid the conflict
  • 34. Separete the contending parties</li></li></ul><li>COMPROMISE<br />With this each party wins something and loses something. In the settlement, each side gives up a part of its demands. Thus each side may "go halfway" or "split the difference<br />
  • 35. PROBLEM SOLVING<br />Initiate a discussion, timed sensitively and held in an environment conducive to private discussion.<br />Respect individual differences.<br />Be empathic with all involved parties.<br />Have an assertive dialogue that consists of separating facts from feelings, clearly defining the central issue, differentiating viewpoints, making sure that each person clearly states their intentions, framing the main issue based on common principles, and being an attentive listener consciously focused on what the other person is saying.<br />.Agree on a solution that balances the power and satisfies all parties, so that a consensus on a win-win solution is reached<br />
  • 36. Conflict handling intentions<br />Assertiveness (satisfying one’s own concerns) <br />Cooperativeness (attempting to satisfy another’s concerns <br />
  • 37. Conflict-Resolution Strategies<br />Avoiding:<br />Withholding or withdrawing:<br />In this avoidance strategy, one party opts out of<br />participation. They remove themselves from the situation.<br />Smoothing over or reassuring: <br />This is the strategy of saying "Everything will be<br /> OK." By maintaining surface harmony, parties do not withdraw but simply attempt to make everyone feel good<br />
  • 38. Accommodating: <br />This strategy is used when there is a large power differential. The more powerful party is accommodated to preserve harmony<br />Forcing: This technique is a dominance move and an arbitrary way to manage conflict.<br />Competing: <br />Compromising<br />
  • 39. Confronting: This technique is called assertive problem solving and is focused on the issues. Individuals speak for themselves, but in a way that decreases defensiveness and allows another person to hear the message<br />Collaborating: This is an assertive and cooperative strategy in which the parties work together to find a mutually satisfying solution. It is invoked with the phrase "Two heads are better than one.“<br />Bargaining and negotiating<br />Problem solving: <br />
  • 40.
  • 41. Preventing Conflict <br />Frequent meeting of your team<br />Allow your team to express openly<br />Sharing objectives<br />Having a clear and detailed job description<br />Distributing task fairly<br />Never criticize team members publicly<br />Always be fair and just with your team<br />Being a role model <br />
  • 42. negotiation<br />It is a compromise. That is,each party gives up something with the emphasison accommodating differences between the two parties Focus on a Win-Win Solution,Want both parties to be satisfiedwith the outcome<br />
  • 43. STEPS IN NEGOTIATION PROCESS<br />BEFORE THE NEGOTIATION<br />DURING NEGOTIATION<br />CLOSURE OR FOLLOW –UP TO NEGOTIATION<br />
  • 44. Step 1 – Before Negotiating<br />Be prepared (Do your research)<br /> . Start with high, realistic goals<br /> . Know what you will settle for<br /> . Know what to trade off<br />
  • 45. Step 2 During Negotiation<br /><ul><li>Clearly communicate
  • 46. Be assertive
  • 47. Be a good listener
  • 48. Regroup quickly
  • 49. Be open minded
  • 50. Try to understand all points of view
  • 51. Focus on the conflict, Not the people
  • 52. Be honest
  • 53. Be tough</li></li></ul><li>Step 3 Closure & Follow-up to Negotiation<br />State what has been agreed to<br />Close on a friendly note<br />Send a memo regarding what has been agreed to<br />
  • 54. CONSENSUS<br />Consensus means that negotiating parties are able to reach an agreement that all parties can support, or at least not oppose, even though it does not represent everyone's first priorities .<br />
  • 55.
  • 56. THANK YOU<br />

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