Conflict Management Compre

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Conflict Management Compre

  1. 1. Conflict Management <ul><ul><li>GEO BABY </li></ul></ul><ul><ul><li>SNGIST </li></ul></ul>
  2. 2. Conflict <ul><li>What is it? </li></ul>
  3. 3. <ul><li>A Disagreement Between Two or More Parties Who Perceive They Have Incompatible Concerns </li></ul>
  4. 4. Conflict <ul><li>Why do we do it? </li></ul>
  5. 5. What we know…. <ul><li>Conflict is a naturally occurring phenomenon for human beings </li></ul><ul><li>People do not get involved in conflict situations unless they have some stake in the relationship or outcome or both </li></ul>
  6. 6. <ul><li>Facts </li></ul><ul><li>Methods </li></ul><ul><li>Goals </li></ul><ul><li>Values </li></ul>
  7. 7. Conflict <ul><li>Why do we care? </li></ul>
  8. 8. Study of American Management association <ul><li>24% of executive time is on CM </li></ul><ul><li>Conflict management ability is a key competency </li></ul><ul><li>The topic gains great importance </li></ul>
  9. 9. Causes <ul><li>Misunderstanding </li></ul><ul><li>Personality clashes </li></ul><ul><li>Value and Goal difference </li></ul><ul><li>Substandard performance </li></ul><ul><li>Difference over method </li></ul><ul><li>Responsibility issues </li></ul><ul><li>Lack of cooperation </li></ul>
  10. 10. Causes <ul><li>Authority issues </li></ul><ul><li>Frustration and irritability </li></ul><ul><li>Competition for limited resources </li></ul><ul><li>Non-compliance with rules and responsibilities </li></ul>
  11. 11. What we know…. <ul><li>The costs of unmanaged conflict can be high, but the gains from using differences creatively can also be great </li></ul><ul><li>Conflict can either be functional or dysfunctional </li></ul>
  12. 12. Dysfunctional <ul><li>Diverts energy from real task </li></ul><ul><li>Destroys morale </li></ul><ul><li>Polarize individuals and groups </li></ul><ul><li>Deepens differences </li></ul><ul><li>Obstruct cooperative action </li></ul><ul><li>Produce irresponsible actions </li></ul><ul><li>Create suspision and di </li></ul>
  13. 13. Functional <ul><li>Opens up issue in a confronting manner </li></ul><ul><li>Develops clarification of an issue </li></ul><ul><li>Improve problem solving quality </li></ul><ul><li>Increase involvement </li></ul><ul><li>Improve communication </li></ul><ul><li>Initiate growth </li></ul><ul><li>Strengthens a relationship </li></ul><ul><li>Increase productivity </li></ul>
  14. 14. First Trick for Conflict Management
  15. 15. Know Yourself
  16. 16. What feelings do you have when you are in conflict situation?
  17. 17. Common Feelings Associated with Conflict <ul><li>Anger </li></ul><ul><li>Frustration </li></ul><ul><li>Fear </li></ul><ul><li>Excitement </li></ul>
  18. 18. Common Actions Associated with Conflict <ul><li>Fight </li></ul><ul><li>Flight </li></ul>
  19. 19. Your History with Conflict <ul><li>How was conflict perceived in your family/community? </li></ul><ul><li>How did your family/community deal with conflict? </li></ul>
  20. 20. You can decide... <ul><li>Understanding the impact of your family and community on your ideas about conflict can allow you to make decisions about how you deal with conflict now </li></ul><ul><li>We are our history </li></ul><ul><li>We make our history </li></ul>
  21. 21. What is your conflict style?
  22. 22. Conflict Styles R E L A T I O N S H I P High Importance Low Importance High Importance GOALS 3 5 1 2 4
  23. 23. R E L A T I O N S H I P High Importance Low Importance High Importance GOALS 3 5 1--Turtle 2 4 Conflict Styles
  24. 24. Turtle--Withdrawing <ul><li>Avoid conflict as all costs </li></ul><ul><li>Give up their personal goals & relationships </li></ul><ul><li>Believe it is hopeless to try to resolve conflict </li></ul><ul><li>Feel helpless </li></ul><ul><li>Easier to withdraw than face conflict </li></ul>
  25. 25. Conflict Styles R E L A T I O N S H I P High Importance Low Importance High Importance GOALS 3 5 1 2--Shark 4
  26. 26. Shark--Forcing <ul><li>Try to overpower opponents by forcing them to accept their solutions </li></ul><ul><li>Not concerned with needs of others </li></ul><ul><li>Do not care about how others perceive them </li></ul><ul><li>Believe in winning and losing </li></ul><ul><li>Winning gives them a sense of pride </li></ul><ul><li>Try to win by attacking, overwhelming, & intimidating others </li></ul>
  27. 27. Conflict Styles R E L A T I O N S H I P High Importance Low Importance High Importance GOALS 3--Teddy Bear 5 1 2 4
  28. 28. Teddy Bear--Smoothing <ul><li>Relationships most important, goals of little importance </li></ul><ul><li>Want to be accepted and liked by other people </li></ul><ul><li>Believe conflict should be avoided in favor of harmony </li></ul><ul><li>Fearful that conflict will hurt someone </li></ul>
  29. 29. R E L A T I O N S H I P High Importance Low Importance High Importance GOALS 3 5 1 2 4--Fox Conflict Styles
  30. 30. Fox--Compromising <ul><li>Moderately concerned with relationships and goals </li></ul><ul><li>Willing to sacrifice part of their goals and relationships in order to find agreement for the common good </li></ul>
  31. 31. Conflict Styles R E L A T I O N S H I P High Importance Low Importance High Importance GOALS 3 5--Owl 1 2 4
  32. 32. Owl--Confronting <ul><li>Value their own goals and relationships </li></ul><ul><li>View conflicts as problems to be solved </li></ul><ul><li>See conflicts as improving relationships by reducing tension </li></ul><ul><li>Seek solutions that satisfy both parties </li></ul><ul><li>Not satisfied until solution is found and tension is reduced </li></ul>
  33. 33. Which style is better?
  34. 34. Some styles are more useful than others when...
  35. 35. Uses of the “Turtle” <ul><li>When issue is trivial </li></ul><ul><li>When potential damage of confrontation outweighs the benefits </li></ul><ul><li>To let people cool down & reduce tension </li></ul><ul><li>When gathering information </li></ul><ul><li>When others can resolve the conflict more effectively </li></ul>
  36. 36. Uses of the “Shark” <ul><li>When quick, decisive action is vital </li></ul><ul><li>On important issues where unpopular actions need to be implemented </li></ul><ul><li>To protect yourself against people who take advantage of noncompetitive behavior </li></ul>
  37. 37. Uses of “Teddy Bear” <ul><li>When you realize you are wrong </li></ul><ul><li>To learn from others </li></ul><ul><li>When issue is more important to the other person than to yourself </li></ul><ul><li>As a goodwill gesture to maintain cooperative relationship </li></ul><ul><li>To allow others to experiment </li></ul>
  38. 38. Uses of “Fox” <ul><li>When goals are important, but not worth the effort or disruption </li></ul><ul><li>When opponents with equal power are strongly committed </li></ul><ul><li>To achieve temporary settlements to complex issues </li></ul>
  39. 39. Uses of “Owl” <ul><li>To find an integrative solution when both sides are too important to compromise </li></ul><ul><li>When your objective is to learn </li></ul><ul><li>To work through hard feelings which have been interfering with a relationship </li></ul>
  40. 40. Second Trick for Conflict Management
  41. 41. Understand Process of Conflict Expectations (explicit) Anticipation (implicit) Experience Unfulfilled Expectations Resentments Build Gather evidence for a case Give up intervene
  42. 42. Why & how do we get in conflict situations?
  43. 43. The issues <ul><li>The facts : present situation, problems </li></ul><ul><li>The goals : how things ought to be, the future conditions sought </li></ul><ul><li>The methods : the best, the easiest, the quickest, the most ethical </li></ul><ul><li>The values : the beliefs about priorities that should be observed in choosing goals & methods </li></ul><ul><li>The history : what has gone on before </li></ul>
  44. 44. Components of a Conflict Situation <ul><li>Frustration--when you feel blocked. </li></ul><ul><li>Conceptualization of problem-- “What’s going on?” </li></ul><ul><li>Conceptualization of behaviors & intentions-- “What does that mean?” </li></ul><ul><li>Outcome--emotional, cognitive, behavioral </li></ul>
  45. 45. What can we do??? How do we intervene??? <ul><li>Accept that you will have conflict </li></ul><ul><li>Work toward having functional vs. dysfunctional conflict </li></ul><ul><li>Use conflict management skills </li></ul><ul><ul><li>De-escalation </li></ul></ul><ul><ul><li>“ I”- Messages </li></ul></ul>
  46. 46. Indicators of Escalation <ul><li>Competition </li></ul><ul><li>Not Listening </li></ul><ul><li>Spreading to new issues </li></ul><ul><li>Dealing in personalities </li></ul><ul><li>Threats </li></ul><ul><li>Intentional Hurt </li></ul><ul><li>Violating Social Rules </li></ul>
  47. 47. Indicators of De-escalation <ul><li>Listening. Trying to understand. </li></ul><ul><li>Showing Tact. Concern for other’s feelings. </li></ul><ul><li>Goodwill gestures. </li></ul><ul><li>Appeals to De-escalate. </li></ul><ul><li>Airing feelings. </li></ul><ul><li>Finding alternatives. </li></ul>
  48. 48. “ I”-Messages <ul><li>Describe: </li></ul><ul><li>Behavior </li></ul><ul><li>Feelings </li></ul><ul><li>Consequence </li></ul><ul><li>Beware of war words!! </li></ul>
  49. 49. Analyzing a Conflict Situation <ul><li>Conflict was between________ </li></ul><ul><li>It centered around_________ </li></ul><ul><li>I wanted___________ </li></ul><ul><li>and felt frustrated because __________ </li></ul><ul><li>In my view, the key issue was _______ </li></ul><ul><li>The other person probably thought the key issue was ___________ </li></ul>
  50. 50. Analyzing a Conflict Situation <ul><li>Predominant conflict style I used_____ </li></ul><ul><li>Escalation behaviors I used________ </li></ul><ul><li>De-escalation behaviors I used______ </li></ul><ul><li>Major outcomes_____________ </li></ul><ul><li>Differences over: facts, goals, methods, values, history___________ </li></ul><ul><li>What would I do differently next time? </li></ul>

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