Conflict Management

Conflict Management Clarifying Confusion Eng. Murhaf Ashi November 1, 2009

Agenda Introduction. How to identify signs and stages of conflict. Types of Managerial Actions that Cause Workplace Conflicts. Key Managerial Actions / Structures to Minimize Conflicts. Ways People Deal With Conflict. To Manage a Conflict Within Yourself - "Core Process“. Eng. Murhaf Ashi 1

Introduction Conflict is when two or more values, perspectives and opinions are contradictory in nature and haven't been aligned or agreed about yet. Eng. Murhaf Ashi 2

Conflict is a problem when it Hampers productivity Lowers morale Causes more and continued conflicts Causes inappropriate behaviors Eng. Murhaf Ashi 3

Stages of conflict Potential for conflict exists Aftermath Latent conflict conflict Open conflict Eng. Murhaf Ashi 5

Stages of conflict The handling of conflict requires awareness of its various developmental stages. If leaders in the situation can identify the conflict issue and how far it has developed, they can sometimes solve it before it becomes much more serious. Typical stages include: – Potential for conflict exists - in other words where people recognize that lack of resources, diversity of language or culture may possible result in conflict. – Latent conflict where a competitive situation could easily spill over into conflict – Open conflict - which can be triggered by an incident and suddenly become real conflict – Aftermath conflict - the situation where a particular problem may have been resolved but the potential for conflict still exists Eng. Murhaf Ashi 6

Signs of conflict between individuals • Leaders and members should be alert to signs of conflict between colleagues: – Colleagues not speaking to each other or ignoring each other – Contradicting and bad-mouthing one another – Deliberately undermining or not co-operating with each other, to the downfall of the team Eng. Murhaf Ashi 7

Signs of conflict between groups ,people • Similarly, leaders and members can identify latent conflict between groups of people: – Cliques or factions meeting to discuss issues separately, when they affect the whole organization. – One group being left out of organizing an event which should include everybody . – Groups using threatening slogans or symbols to show that their group is right and the others are wrong. Eng. Murhaf Ashi 8

Types of Managerial Actions that Cause Workplace Conflicts A. Poor communications – Employees experience continuing surprises, they aren't informed of new decisions, programs, etc. – Employees don't understand reasons for decisions, they aren't involved in decision-making. – As a result, employees trust the "rumor mill" more than management. B. The alignment or the amount of resources is insufficient – Disagreement about "who does what". – Stress from working with inadequate resources. C. Personal chemistry", including conflicting values – Strong personal natures don't match. – We often don't like in others what we don't like in ourselves. D. Leadership problems – Employees see the same continued issues in the workplace. – Supervisors don't understand the jobs of their subordinates. Eng. Murhaf Ashi 10

Key Managerial Actions / Structures to Minimize Conflicts A. Regularly review job descriptions. Get your employee's input to them. Write down and date job descriptions – Job roles don't conflict. – No tasks "fall in a crack“ B. Intentionally build relationships with all subordinates – Meet at least once a month alone with them in office. – Ask about accomplishments, challenges and issues. C. Get regular, written status reports and include – Accomplishments. – Currents issues and needs from management. – Plans for the upcoming period D. Conduct basic training about – Interpersonal communications. – Conflict management. – Delegation. Eng. Murhaf Ashi 12

Ways People Deal With Conflict A. Avoid it. Pretend it is not there or ignore it. – Use it when it simply is not worth the effort to argue. Usually this approach tends to worsen the conflict over time. B. Accommodate it. Give in to others, sometimes to the extent that you compromise yourself – Use this approach very sparingly and infrequently. C. Competing. Work to get your way, rather than clarifying and addressing the issue – Use when you have a very strong conviction about your position. D. Compromising. Mutual give-and-take – Use when the goal is to get past the issue and move on. E. Collaborating. Focus on working together – Use when the goal is to meet as many current needs as possible by using mutual resources. – Use when the goal is to cultivate ownership and commitment. Eng. Murhaf Ashi 14

Conflict Within Yourself Name the conflict, or identify the issue, including what you want that you aren't getting. Consider: Writing your thoughts down to come to a conclusion. Talk to someone, including asking them to help you summarize the conflict in 5 sentences or less. Get perspective by discussing the issue with your friend or by putting it down in writing. Consider: How important is this issue? Does the issue seem worse because you're tired, angry at something else, etc.? What's your role in this issue? Pick at least one thing you can do about the conflict. Identify at least three courses of action. For Select an action - if there is no clear course of action, pick the alternative that will not hurt, or be least hurtful, to yourself and others. Briefly each course, write at least three pros and cons. discuss that course of action with a friend. Then do something. Wait at least a day before you do anything about the conflict. This gives you a cooling off period. Then take an action. Eng. Murhaf Ashi 16

References • Henry P Knowles; Börje O Saxberg (1971). Personality and leadership behavior. Reading, Mass.: Addison-Wesley Pub. Co.. Chapter 8. • Richard Arvid Johnson (1976). Management, systems, and society : an introduction. Pacific Palisades, Calif.: Goodyear Pub. Eng. Murhaf Ashi 17

Conflict Management

by Murhaf Ashi

Accessibility

Upload Details

Usage Rights

1 Embed 1

Statistics