Managing conflict


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Managing conflict

  1. 1. Presented By:
  2. 2. What Is Conflict?
  3. 3. Definition Of Conflict Conflict is process that begins when someone perceives that someone else has negatively affected,or is about to negatively affect,something that the first person care about. Not all conflicts within an organization is unhealthy,but conflict between and among people within the organization can quickly become counter-productive,divisive, and destructive if not properly managed.
  4. 4. Different Views Of ConflictTraditional View All conflicts are bad. Conflicts are result of poor communication. Lack of openness and trust between workers and management. A failure on the part of managers. Workplace without conflict was assumed to be happy and productive workplace.Human Relations View (1940s to 1970s) Conflict was a natural occurrence in all groups and organizations. Industrial and labor psychologist rationalized its extistence: Can’t be elminated,it may even be beneficial.Interactionist View (1980s to 1990s) Encourages conflict on the ground that without the minimum level of conflict, no organization can change,adapt,and survive the rigors of the marketplace.
  5. 5. Types Of Conflict Substantive Conflict: Disagreement over goal,resourses,rewards,policies,procedures and job assignments. Emotional Conflict: Results from feeling of anger,distrust,dislike,fear,as well as relationship problems. Functional Conflict: Stimulates us towards greater work effort. More creativity in problem solving. And to cooperate more with others. Dysfunctional Conflict: Is destructive and hurts task performances.
  6. 6. General Causes Of Conflict Poorly defined goals. Divergent personal values. Lack of cooperation. Scarcity of resources. Unclear roles/ job description. Communication failure. Personality conflict.
  7. 7.  Hampers Productivity. Lowers Morale. Causes More and Continued Conflicts. Causes Inappropriate Behaviors.
  8. 8.  Conflict management is the practice of identifying and handling conflict in a sensible,fair,and efficient manner.
  9. 9. Five Styles Of Conflict Management
  10. 10. Five basic ways of addressing conflict were identified by Thomas and Kilman in 1976:  Competing: Assert ones viewpoint at the potential expense of another. It can be useful when achieving ones objectives outweighs ones concern for the relationship.  Accommodating: Surrender ones own needs and wishes to accommodate the other party to maintain harmony.  Avoiding: Avoid or postpone conflict by ignoring it, changing the subject, etc. Avoidance can be useful as a temporary measure to buy time or as an expedient means of dealing with very minor, non-recurring conflicts.  Collaborating: Work together to find a mutually beneficial .While the Thomas Kilman grid views collaboration as the only win-win solution to conflict, collaboration can also be time-intensive and inappropriate when there is not enough trust, respect or communication among participants for collaboration to occur.  Compromising: Occurs when both parties sacrifice to find some common grounds or bargaining for something “Acceptable” so in this case each party wins and loses a bit.
  11. 11. Different Situations Developed By Conflict Management Styles Competing (win-lose situation) Accommodating (lose-win situation) Avoiding (lose-lose situation) Compromising (lose-lose situation) Collaborating (win-win situation)
  12. 12. How to prevent conflicts  Frequent meeting of your team.  Allow your team to express openly.  Sharing objectives.  Having a clear and detailed job description.  Distributing task fairly.  Never criticize team members publicly.  Always be fair and just with your team.  Being a role model.
  13. 13. KEY COMPONENTS IN RESOLVING CONFLICTAcknowledge The Problem:Effectively managing a conflict requires facing up to it. Ignoring a conflict wontmake it go away.Great Listening Skills:Be sure to listen to what the other person is saying. Remember that listeninginvolves more than just hearing the words. Try hard to understand the situationfrom the other point of view. Ask questions to help you know what the otherpersons needs and concerns are. Pay attention to nonverbal cues, such as bodylanguage. If you each approach things with a clear understanding of the othersperspective, youll probably agree on a solution.Choose Your Words Carefully:Use "I" statements — "I think … I feel … I need … " — and avoid placing blame.Being blamed for something usually only makes the other person angry. Bepositive — after all, youre trying to resolve the conflict.Focus On The Issue:If the problem is complex, focus on one issue at a time. In fact, most conflictshave several components. Break the problem down so that a satisfactoryresolution wont seem unattainable.Be Willing To Compromise:As you approach the situation, recognize that you and the other person eachhave something at stake. Find ways to meet in the middle, ifnecessary.Compromise may be the best solution when issues are complex.Take Action:Once youve identified a solution, follow through on the agreed course of action.Then follow up. Tension and conflict will probably remain if you dont keep thelines of communication open. Check back from time to time
  14. 14. Tips Of Managing Work Place Conflicts Build good relationships before conflict occurs. Do not let small problems escalate; deal with them as they arise. Respect differences. Listen to others’ perspectives on the conflict situation. Acknowledge feelings before focussing on facts. Focus on solving problems, not changing people. If you can’t resolve the problem, turn to someone who can help. Remember to adapt your style to the situation and persons involved .
  15. 15. How to Win at ConflictMake avoiding the conflict less pleasurable than facing it and …Make facing the conflict more pleasurable than avoiding it! Whether you think you can or you can’t – you’re right – Henry Ford
  16. 16. Conflict is unavoidable.Conflict is a healthy sign not a negative process.It reflects dynamics