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Conflict Management
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Conflict Management


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  • 1. CONFLICT 1 While encouraging lively discussion, it can create acrimony. Interpersonal conflict may come from a clash of opinion, of interpretation, or a dispute about the facts.
    • Different needs, objectives and values
    • Perception of motives, words, actions
    • Different expectation of outcomes
    • Unwillingness to collaborate & compromise
  • 2. CONFLICT 2 Sources of organizational conflict Organizational Conflict Incompatible Cultures Scarce Resources Incompatible Time Horizons Incompatible Goals Status Inconsistency Overlapping Authority Inequitable Rewards Task Dependency
  • 3. CONFLICT 3 Typical stages in a conflict
    • A problem emerges
    • People take sides
    • Positions harden
    • Communication breaks down
    • Players invest in the conflict
    • Conflict spreads to a broader audience
    • Perceptions become distorted
    • A crisis develops
    • Solutions are vetoed
  • 4. CONFLICT 4 Here are some simple techniques to resolve conflict
    • Personality clashes and disputes of opinion
    • Restate variables, facts, rules, criteria
    • Remind team of areas of agreement
    • Relieve tension with humour
    • List & rank contentious items, tackle them 1 by 1
    • Recess and resolve hostility informally
    • Divide into subgroups to resolve the problem
  • 5. CONFLICT 5 3 common approaches to conflict
    • Avoid
    • No confrontation
    • Ignore, pass over or deny problematic issues
    • Accommodate
    • Agreeable & non-assertive
    • Cooperate at the expense of personal goals
    • Compete
    • Confront aggressively
    • Get your way whatever the cost
  • 6. CONFLICT 6 2 better ways to resolve conflict
    • Compromise
    • All parties must achieve basic goals
    • Maintain good relationships
    • Cooperate while remaining assertive
    • Collaborate
    • Recognize legitimate needs of the parties
    • Respect differences
    • Promote mutual understanding & support
  • 7. Assertiveness Low High Compete Collaborate Compromise Accommodate Avoid CONFLICT 7 Cooperation Low High
  • 8. CONFLICT 8 Team members often stereotype other styles at their worst, framing them negatively in terms of their own values COLLABORATOR AVOIDER COMPROMISER
    • May see Accommodator as
      • Nice Guy
      • Loser
      • Soft
    • May see Competer as
      • Insensitive
      • Selfish
      • Mistrustful
  • 9. CONFLICT 9 Positive Intentions and Values of Conflict Styles Adapted from K. W. Thomas and G. F. Thomas, Introduction to Conflict and Teams Competers Advocate strong positions that have merit Value conviction, candor, courage, action, force Collaborators Seek win-win solutions Value innovation, analysis, openness, learning, consensus, feedback Compromisers Provide balance Value moderation, pragmatism, reciprocity, exchange, bargaining Avoiders Manage time costs Value personal time & energy, prudence, agreement, neutrality Accommodators Build goodwill & cohesion Value support, generosity, conformity, harmony & peace
  • 10. CONFLICT 10 When each style is appropriate
    • Collaborate
    • Time & cost permit true resolution of the conflict
    • Avoid
    • Minor issue, low power, high cost of competing
    • Compete
    • Decisive or unpopular action is vital, you know you’re right
    • Accommodate
    • You’re outmatched or wrong, preserve harmony & goodwill
    • Compromise
    • Temporary settlement of complex issue, expedient solution when time is limited, backup mode when competing fails
  • 11. CONFLICT 11 Management of Differences Inventory (MoDI)
    • MoDI test
    • Gives an insight into how you handle conflict
    • 9 Strategic styles for managing differences
    • Tools to manage disagreement
    • Between individuals or groups
    • Non judgemental labels
    • Utility
    • Reminds you of the range of possibilities
    • Helps you target an appropriate style
  • 12. CONFLICT 12 9 Strategic Styles Highly Assertive Style 3 Compete Style 6 Bargain Style 9 Collaborate Moderately Assertive Style 2 Persuade Style 5 Compromise Style 8 Empower Unassertive Style 1 Avoid Style 4 Engage Style 7 Accommodate Uncooperative Moderately Cooperative Highly Cooperative
  • 13. CONFLICT 13 4 behavioral blocks to managing conflict 1. Rigid Too committed, hard to give in Don’t like changing my mind Neglect others’ opinions Won’t admit I’m wrong 2. Irresolute Don’t interrupt others Tend to yield my position Others often neglect my views Don’t oppose team consensus 3. Intrusive Tend to take charge Over-defend my position My way is best Always want to get involved 4. Aloof Avoid confrontation Prefer to delegate Stay calm, don’t show emotion Prefer logic to persuasion
  • 14. CONFLICT 14 Here is a 4 step method for dealing with conflict 1. Diagnose Clarify critical issues Identify stakeholders Assess sources of conflict 2. Plan Recognise your styles Minimise blocks Plan your strategy 4. Implement Carry out the plan Evaluate outcomes Follow up 3. Prepare Problem-solve Practise
  • 15. CONFLICT 15 4 strategic ground rules for managing conflict When dealing with other stakeholders on a specific issue, assess the likelihood that your views, compared to alternatives, will
    • Advance common goals
    • Be acceptable to other stakeholders
    • Provide a basis for timely action
    • Yield greater benefits and entail fewer costs