Conflict Management
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The document provides an overview of workplace conflict, including its causes, types, and management. It discusses constructive vs destructive conflict, models for predicting and managing behavior, and tips for resolving conflicts positively. Conflict is seen as inevitable but can be addressed through open communication, assertiveness training, and focusing on mutual understanding rather than winning.
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Conflict management
The document discusses different types of conflicts that can occur within individuals and between groups. It describes intra-personal conflicts that occur within an individual, inter-personal conflicts between two individuals, intra-group conflicts between members of the same group, and inter-group conflicts between different groups. It also discusses potential causes of conflicts, such as psychological needs, resources, values, and provides examples of different types of conflicts.
Conflict management & its resolution technique
This document discusses conflict, conflict management, and conflict resolution. It defines conflict as disagreement between two parties, whether violent or subtle. Conflict management aims to avoid conflict where possible and resolve it quickly when it occurs. The document distinguishes between competition and conflict, noting competition does not involve direct interference while conflict prevents another's success. It also lists potential positive outcomes of properly handled conflicts, such as stimulating greater understanding. The document discusses conflict resolution techniques and Thomas resolution styles, as well as behaviors that nourish conflicts rather than resolve them. It concludes by providing advice to managers regarding conflict.
Conflict Management
This document discusses conflict management. It defines conflict and describes its antecedents, episodes, and aftermath. It discusses forms of conflict including task, process, and relationship conflict. Causes and consequences of conflict are explained. Different conflict management styles like competing, collaborating, compromising, avoiding, and accommodating are outlined. The importance of self-awareness, awareness of team dynamics through stages of group development, and taking appropriate action are emphasized for effective conflict management.
How to Handle Conflict at Workplace
Conflict arises in workplaces due to differences in opinions, values, and approaches between individuals and groups. There are various types of conflicts including intrapersonal, interpersonal, functional, and intergroup. Conflict can have both positive effects such as improving problem solving and group cohesion, as well as negative effects like reduced productivity and delays. Managers should address conflict through open communication, listening, asking questions, asserting positions respectfully, negotiating, problem solving, and managing emotions to resolve issues in a healthy way.
Conflict management in an organization
This document discusses conflict in organizations and management strategies. It defines conflict as occurring when one party perceives another has negatively affected something they care about. Organizational conflict arises from incompatible goals between groups. Conflict can be functional and improve performance, or dysfunctional and hinder performance. Conflict occurs at the individual, interpersonal, and group levels. The document outlines various conflict management strategies like competing, collaborating, avoiding, and compromising. It emphasizes the importance of addressing conflict in a timely manner and learning from conflicts.
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This document outlines a training program on conflict management. It discusses defining conflict, functional and dysfunctional conflict, causes of conflict, and indicators of conflict. It describes optimal levels of conflict and the advantages. Five conflict resolution styles are presented: competing, avoiding, compromising, accommodating, and collaborating. A four-step conflict resolution process is outlined involving identifying issues, developing strategies, applying strategies, and following up. Guidance is provided on dealing with anger and proactively managing conflict.
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This document discusses organizational conflict and conflict resolution. It defines organizational conflict as discord between people working together due to opposing needs, values, and interests. There are four main types of organizational conflict: interpersonal, intrapersonal, intragroup, and intergroup. Conflict resolution is the process of reaching an agreement to end a disagreement or dispute. It aims to find a peaceful solution that all parties can agree on through negotiation and understanding different perspectives. The document outlines seven steps for successfully negotiating conflict resolution: understand the conflict, communicate, brainstorm solutions, choose the best solution, use a mediator, explore alternatives, and cope with pressure.
PPT conflict management
The document discusses conflict between workers and management at a Maruti Suzuki plant in Manesar, India. Tensions escalated as union representatives were arrested and the labor department withdrew from negotiations. Both sides appear unwilling to compromise, with the conflict possibly heading to court and the future course of action uncertain.
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The document discusses different types of conflicts that can occur within individuals and between groups. It describes intra-personal conflicts that occur within an individual, inter-personal conflicts between two individuals, intra-group conflicts between members of the same group, and inter-group conflicts between different groups. It also discusses potential causes of conflicts, such as psychological needs, resources, values, and provides examples of different types of conflicts.
Conflict management & its resolution technique
This document discusses conflict, conflict management, and conflict resolution. It defines conflict as disagreement between two parties, whether violent or subtle. Conflict management aims to avoid conflict where possible and resolve it quickly when it occurs. The document distinguishes between competition and conflict, noting competition does not involve direct interference while conflict prevents another's success. It also lists potential positive outcomes of properly handled conflicts, such as stimulating greater understanding. The document discusses conflict resolution techniques and Thomas resolution styles, as well as behaviors that nourish conflicts rather than resolve them. It concludes by providing advice to managers regarding conflict.
Conflict Management
This document discusses conflict management. It defines conflict and describes its antecedents, episodes, and aftermath. It discusses forms of conflict including task, process, and relationship conflict. Causes and consequences of conflict are explained. Different conflict management styles like competing, collaborating, compromising, avoiding, and accommodating are outlined. The importance of self-awareness, awareness of team dynamics through stages of group development, and taking appropriate action are emphasized for effective conflict management.
How to Handle Conflict at Workplace
Conflict arises in workplaces due to differences in opinions, values, and approaches between individuals and groups. There are various types of conflicts including intrapersonal, interpersonal, functional, and intergroup. Conflict can have both positive effects such as improving problem solving and group cohesion, as well as negative effects like reduced productivity and delays. Managers should address conflict through open communication, listening, asking questions, asserting positions respectfully, negotiating, problem solving, and managing emotions to resolve issues in a healthy way.
Conflict management in an organization
This document discusses conflict in organizations and management strategies. It defines conflict as occurring when one party perceives another has negatively affected something they care about. Organizational conflict arises from incompatible goals between groups. Conflict can be functional and improve performance, or dysfunctional and hinder performance. Conflict occurs at the individual, interpersonal, and group levels. The document outlines various conflict management strategies like competing, collaborating, avoiding, and compromising. It emphasizes the importance of addressing conflict in a timely manner and learning from conflicts.
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This document discusses organizational conflict and conflict resolution. It defines organizational conflict as discord between people working together due to opposing needs, values, and interests. There are four main types of organizational conflict: interpersonal, intrapersonal, intragroup, and intergroup. Conflict resolution is the process of reaching an agreement to end a disagreement or dispute. It aims to find a peaceful solution that all parties can agree on through negotiation and understanding different perspectives. The document outlines seven steps for successfully negotiating conflict resolution: understand the conflict, communicate, brainstorm solutions, choose the best solution, use a mediator, explore alternatives, and cope with pressure.
PPT conflict management
The document discusses conflict between workers and management at a Maruti Suzuki plant in Manesar, India. Tensions escalated as union representatives were arrested and the labor department withdrew from negotiations. Both sides appear unwilling to compromise, with the conflict possibly heading to court and the future course of action uncertain.
Workplace conflict
Many leaders stay away from using the word conflict to describe tensions in their organizations. By failing to properly account for what is preventing the enterprise from producing, they contribute to the toxicity.
Understanding how to manage/resolve conflict is an essential skill required by managers/leaders today. Shying away from treating with its presence is likely to affect the organization in a negative way.
Conflict management
Conflict can arise from scarce resources, differing goals or perceptions between two or more interdependent parties. There are various types of conflict including interpersonal, intergroup and organizational. The conflict process typically involves a latent conflict developing into a perceived, felt and manifest conflict before being resolved through various strategies. Effective conflict management involves understanding different perspectives, open communication and finding a mutually agreeable solution. Negotiation is also used to resolve conflicts through compromise or addressing each party's concerns to develop consensus.
Conflict management
Conflict is inevitable in workplaces where people have different perspectives and values. There are various stages of conflict from latent to open conflict. Conflict management involves skills like conflict resolution, self-awareness, and communication to de-escalate conflicts. Common causes of workplace conflicts include poor communication, insufficient resources, personality clashes, and leadership problems. Managing conflicts effectively requires addressing issues, building relationships, training, and procedures.
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The document discusses conflict from several perspectives:
1) It defines conflict as a struggle between opposing parties and views on an issue. It also defines conflict management.
2) It examines different views on conflict, from traditional views that see it as entirely harmful, to modern views that see some conflict as constructive when resolved productively.
3) It outlines a five-stage model of conflict: potential issues, perception and emotions, intentions, behaviors, and outcomes. It also discusses levels of conflict from individual to organizational.
4) It analyzes causes of conflict including communication issues, competing goals, and interpersonal tensions, as well as styles for managing conflict such as competing, collaborating, and comprom
Conflict Management
Conflict can occur between individuals or groups when there are differences in beliefs, personality clashes, competition over resources, or issues with authority. There are various types of conflicts including intrapersonal, interpersonal, and intergroup. Conflict management aims to improve situations and strengthen relationships through determining causes, considering strategies, making decisions, implementing solutions, and evaluating outcomes. Common strategies for resolving conflicts include avoiding, withdrawing, bargaining, smoothing over, compromising, and collaborating to find a win-win solution. Preventing workplace conflicts involves frequent team meetings, open expression, shared objectives, clear job descriptions, fair work distribution, avoiding public criticism, and being fair.
Conflict management mmmt
This document provides an overview of conflict management. It defines conflict and discusses conflict management, which aims to limit negative aspects of conflict while increasing positive outcomes. The document outlines various characteristics, types, indicators, and reasons for conflict. It then describes several techniques for managing conflict, including competing, collaborating, withdrawing, accommodating, compromising, and the A-E-I-O-U model. Advantages and disadvantages of different conflict management strategies are also presented.
CONFLICT MANAGEMENT
Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of the conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in an organizational setting.
Conflict management presentation
This document discusses conflict management and resolution. It defines conflict as a disagreement, struggle or fight between incompatible views. While a lack of conflict can indicate over conformity, conflict also has both positive and negative consequences. The main sources of conflict are listed as aggressive behavior, competition for resources, frustration, clashes between values and interests, cultural influences, and misinformation. The document outlines strategies for managing conflict successfully, including active listening, empathy, and aiming for a win-win resolution where all parties achieve their desired outcome through collaboration and problem solving.
Conflict management
The document discusses conflict in the workplace and methods for managing conflict. It notes that the top causes of conflict are personality differences, non-compliance with rules, misunderstandings, and competition. While conflict can foster innovation and improve solutions, it can also decrease productivity, create dissatisfaction, and contribute to absence. The document outlines four approaches to managing conflict: accommodating, avoiding, compromising, and collaborating, with collaborating seen as the most effective method. It also discusses using the Johari Window model to improve self-awareness and relationships between individuals and groups in the workplace.
conflict management (Aliv)(abujauad@gmail.com)
This document discusses conflict management. It begins by introducing the group members and then discusses objectives related to understanding what conflict is and how to resolve it. It provides definitions of conflict and describes different types of conflict including intrapersonal, interpersonal, and intergroup. It lists common causes of conflict and both positive and negative consequences. The document outlines healthy versus damaging conflict and gives examples of conflict in the workplace. It discusses models of conflict management and provides tips for managing conflict as a project manager. Overall, the document provides a comprehensive overview of conflict management concepts.
Conflict management in the workplace
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Conflict is a normal and natural part of any workplace. When it occurs, there is a tendency for morale to be lowered, an increase in absenteeism and decreased productivity. It has been estimated that managers spend at least 25 percent of their time resolving workplace conflicts – causing lowered office performance.
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This document discusses strategies for managing conflict and techniques for preventing conflict. It outlines five strategies for managing conflict: avoiding, accommodating, compromising, competing, and collaborating. Each strategy is described in one to two sentences. Tips for managing conflict constructively include accepting conflict, staying calm, listening actively, analyzing the conflict carefully, choosing words carefully, working together toward common goals, being creative, and avoiding conflict when necessary. Techniques for preventing conflict include team building, diversity training, open communication, conflict management training, properly allocating resources, managing expectations, and focusing on others' perspectives.
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This document summarizes a presentation on conflict management. It defines conflict, discusses sources of conflict in the workplace, and models for understanding conflict such as interpersonal, intra-group, and inter-group conflict. It also outlines strategies for managing conflict constructively, including collaboration, compromise, and avoiding escalation. The document analyzes an episode of The Office television show that depicts multiple workplace conflicts and an attempted but unsuccessful conflict resolution by the character Michael Scott.
Conflict resolution
This document provides an overview of conflict and conflict resolution. It defines conflict as differences in opinions, interests, or perceptions between two or more parties. It discusses traditional, human relations, and interactionist views of conflict. Conflict can be functional and promote performance or dysfunctional and hinder performance. The document outlines the stages of conflict (latent, perceived, felt, manifest) and levels (individual, group, organizational). It discusses strategies for resolving intra-group and inter-group conflict such as problem-solving, organization redesign, and appealing to superordinate goals. The document emphasizes the importance of managing conflict to achieve optimal organizational performance.
Conflict management
This document discusses conflict management in organizations. It notes that 60-80% of difficulties in organizations stem from strained employee relationships, and that replacing an employee can cost 150% of their annual salary. Fortune 500 executives also spend 20% of their time dealing with litigation. The document defines conflict as a process where one party feels their interests are being opposed or negatively affected by another. Common causes of workplace conflict include differing goals, styles, perceptions, pressures, roles, values and policies between employees. Symptoms of unresolved conflict include decreased productivity, absenteeism, costs, morale and poor communication. The document outlines strategies for managing conflict, including forcing, accommodating, avoiding, compromising and collaborating.
Conflict management
The document discusses the causes and types of conflict in the workplace. It states that conflict is a natural and sometimes beneficial part of organizations, arising from differences in personalities, perspectives, goals, and structural factors like ambiguous responsibilities. Conflict occurs when one party can negatively impact another, such as in supervisor-subordinate, team member, or customer interactions. The document outlines various reasons for conflict, including communication problems, power struggles, dissatisfaction with leadership, and organizational changes. It also distinguishes between constructive conflict that produces useful change and dysfunctional conflict that hinders performance and morale.
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Conflict management ppt
This document provides an overview of conflict management. It defines conflict and discusses views of conflict. It describes characteristics of conflict including that it requires at least two parties with incompatible goals. Sources of conflict include differences in beliefs and scarce resources. The document outlines functional conflict that works towards goals and dysfunctional conflict that blocks goals. It also discusses levels of conflict such as individual, group, and organizational and types such as interpersonal and intergroup. Approaches to managing conflict include avoidance, competition, accommodation, compromise, and collaboration. Tips for managing conflict effectively are provided.
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Conflict can occur at three levels: individual, interpersonal, and group. At the individual level, intra-individual conflict arises from competing needs, roles, and barriers between drives and goals. Interpersonal conflict stems from personal differences, lack of information, and environmental stress between parties. Analyzing conflicts using the Johari Window model can increase self-awareness and trust. Resolving conflicts may involve competing, collaborating, avoiding, accommodating, or compromising to satisfy interests or concerns of parties in conflict.
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The document discusses conflict in organizations. It defines conflict as a situation where someone believes their needs have been denied. It lists symptoms of conflict such as tensions, poor communication, and falling productivity. Causes of conflict include disagreements over relationships, data, values, interests, and organizational structure. The document advocates for constructively addressing and resolving conflicts rather than ignoring or suppressing them.
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Many leaders stay away from using the word conflict to describe tensions in their organizations. By failing to properly account for what is preventing the enterprise from producing, they contribute to the toxicity.
Understanding how to manage/resolve conflict is an essential skill required by managers/leaders today. Shying away from treating with its presence is likely to affect the organization in a negative way.
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Conflict can arise from scarce resources, differing goals or perceptions between two or more interdependent parties. There are various types of conflict including interpersonal, intergroup and organizational. The conflict process typically involves a latent conflict developing into a perceived, felt and manifest conflict before being resolved through various strategies. Effective conflict management involves understanding different perspectives, open communication and finding a mutually agreeable solution. Negotiation is also used to resolve conflicts through compromise or addressing each party's concerns to develop consensus.
Conflict management
Conflict is inevitable in workplaces where people have different perspectives and values. There are various stages of conflict from latent to open conflict. Conflict management involves skills like conflict resolution, self-awareness, and communication to de-escalate conflicts. Common causes of workplace conflicts include poor communication, insufficient resources, personality clashes, and leadership problems. Managing conflicts effectively requires addressing issues, building relationships, training, and procedures.
conflict management
The document discusses conflict from several perspectives:
1) It defines conflict as a struggle between opposing parties and views on an issue. It also defines conflict management.
2) It examines different views on conflict, from traditional views that see it as entirely harmful, to modern views that see some conflict as constructive when resolved productively.
3) It outlines a five-stage model of conflict: potential issues, perception and emotions, intentions, behaviors, and outcomes. It also discusses levels of conflict from individual to organizational.
4) It analyzes causes of conflict including communication issues, competing goals, and interpersonal tensions, as well as styles for managing conflict such as competing, collaborating, and comprom
Conflict Management
Conflict can occur between individuals or groups when there are differences in beliefs, personality clashes, competition over resources, or issues with authority. There are various types of conflicts including intrapersonal, interpersonal, and intergroup. Conflict management aims to improve situations and strengthen relationships through determining causes, considering strategies, making decisions, implementing solutions, and evaluating outcomes. Common strategies for resolving conflicts include avoiding, withdrawing, bargaining, smoothing over, compromising, and collaborating to find a win-win solution. Preventing workplace conflicts involves frequent team meetings, open expression, shared objectives, clear job descriptions, fair work distribution, avoiding public criticism, and being fair.
Conflict management mmmt
This document provides an overview of conflict management. It defines conflict and discusses conflict management, which aims to limit negative aspects of conflict while increasing positive outcomes. The document outlines various characteristics, types, indicators, and reasons for conflict. It then describes several techniques for managing conflict, including competing, collaborating, withdrawing, accommodating, compromising, and the A-E-I-O-U model. Advantages and disadvantages of different conflict management strategies are also presented.
CONFLICT MANAGEMENT
Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of the conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in an organizational setting.
Conflict management presentation
This document discusses conflict management and resolution. It defines conflict as a disagreement, struggle or fight between incompatible views. While a lack of conflict can indicate over conformity, conflict also has both positive and negative consequences. The main sources of conflict are listed as aggressive behavior, competition for resources, frustration, clashes between values and interests, cultural influences, and misinformation. The document outlines strategies for managing conflict successfully, including active listening, empathy, and aiming for a win-win resolution where all parties achieve their desired outcome through collaboration and problem solving.
Conflict management
The document discusses conflict in the workplace and methods for managing conflict. It notes that the top causes of conflict are personality differences, non-compliance with rules, misunderstandings, and competition. While conflict can foster innovation and improve solutions, it can also decrease productivity, create dissatisfaction, and contribute to absence. The document outlines four approaches to managing conflict: accommodating, avoiding, compromising, and collaborating, with collaborating seen as the most effective method. It also discusses using the Johari Window model to improve self-awareness and relationships between individuals and groups in the workplace.
conflict management (Aliv)(abujauad@gmail.com)
This document discusses conflict management. It begins by introducing the group members and then discusses objectives related to understanding what conflict is and how to resolve it. It provides definitions of conflict and describes different types of conflict including intrapersonal, interpersonal, and intergroup. It lists common causes of conflict and both positive and negative consequences. The document outlines healthy versus damaging conflict and gives examples of conflict in the workplace. It discusses models of conflict management and provides tips for managing conflict as a project manager. Overall, the document provides a comprehensive overview of conflict management concepts.
Conflict management in the workplace
Facts about conflict,Four Basic Elements of Conflict,Conflict Indicators,Resolving Conflict,Common ways of Dealing with Conflicts among others are highligthed.
Workplace Conflict & Strategies for Management
Conflict is a normal and natural part of any workplace. When it occurs, there is a tendency for morale to be lowered, an increase in absenteeism and decreased productivity. It has been estimated that managers spend at least 25 percent of their time resolving workplace conflicts – causing lowered office performance.
Strategies Of Conflict Management
This document discusses strategies for managing conflict and techniques for preventing conflict. It outlines five strategies for managing conflict: avoiding, accommodating, compromising, competing, and collaborating. Each strategy is described in one to two sentences. Tips for managing conflict constructively include accepting conflict, staying calm, listening actively, analyzing the conflict carefully, choosing words carefully, working together toward common goals, being creative, and avoiding conflict when necessary. Techniques for preventing conflict include team building, diversity training, open communication, conflict management training, properly allocating resources, managing expectations, and focusing on others' perspectives.
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This document summarizes a presentation on conflict management. It defines conflict, discusses sources of conflict in the workplace, and models for understanding conflict such as interpersonal, intra-group, and inter-group conflict. It also outlines strategies for managing conflict constructively, including collaboration, compromise, and avoiding escalation. The document analyzes an episode of The Office television show that depicts multiple workplace conflicts and an attempted but unsuccessful conflict resolution by the character Michael Scott.
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This document provides an overview of conflict and conflict resolution. It defines conflict as differences in opinions, interests, or perceptions between two or more parties. It discusses traditional, human relations, and interactionist views of conflict. Conflict can be functional and promote performance or dysfunctional and hinder performance. The document outlines the stages of conflict (latent, perceived, felt, manifest) and levels (individual, group, organizational). It discusses strategies for resolving intra-group and inter-group conflict such as problem-solving, organization redesign, and appealing to superordinate goals. The document emphasizes the importance of managing conflict to achieve optimal organizational performance.
Conflict management
This document discusses conflict management in organizations. It notes that 60-80% of difficulties in organizations stem from strained employee relationships, and that replacing an employee can cost 150% of their annual salary. Fortune 500 executives also spend 20% of their time dealing with litigation. The document defines conflict as a process where one party feels their interests are being opposed or negatively affected by another. Common causes of workplace conflict include differing goals, styles, perceptions, pressures, roles, values and policies between employees. Symptoms of unresolved conflict include decreased productivity, absenteeism, costs, morale and poor communication. The document outlines strategies for managing conflict, including forcing, accommodating, avoiding, compromising and collaborating.
Conflict management
The document discusses the causes and types of conflict in the workplace. It states that conflict is a natural and sometimes beneficial part of organizations, arising from differences in personalities, perspectives, goals, and structural factors like ambiguous responsibilities. Conflict occurs when one party can negatively impact another, such as in supervisor-subordinate, team member, or customer interactions. The document outlines various reasons for conflict, including communication problems, power struggles, dissatisfaction with leadership, and organizational changes. It also distinguishes between constructive conflict that produces useful change and dysfunctional conflict that hinders performance and morale.
Conflict management presentation
This document discusses conflict management and its impact on employee turnover and productivity in organizations. It begins with an introduction to the topic and definitions of different types of conflicts that can occur. It then discusses the costs and benefits of conflicts, as well as the positive and negative effects. The document also defines employee turnover and productivity, provides calculations for turnover, and lists factors that can impact productivity. Finally, it presents a case study of an architecture firm called Creators and discusses their management system, employee turnover rates, productivity levels, and recommendations for improvement.
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This document provides an overview of conflict management. It defines conflict and discusses views of conflict. It describes characteristics of conflict including that it requires at least two parties with incompatible goals. Sources of conflict include differences in beliefs and scarce resources. The document outlines functional conflict that works towards goals and dysfunctional conflict that blocks goals. It also discusses levels of conflict such as individual, group, and organizational and types such as interpersonal and intergroup. Approaches to managing conflict include avoidance, competition, accommodation, compromise, and collaboration. Tips for managing conflict effectively are provided.
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The document discusses various aspects of workplace conflict such as definitions, causes, types, and models for managing conflict. It describes different types of conflict including intra-individual, interpersonal, inter-group, and organizational. Several conflict management styles are presented including avoiding, accommodating, compromising, and collaborating. Transactional analysis concepts like ego states, life positions, and stroking are introduced for understanding interpersonal dynamics. Assertiveness is discussed as an important skill for effective conflict resolution.
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SIX ESSENTIAL SKILLS FOR MANAGING CONFLICT AND NEGIOTIATING IN ORGANIZATIONS.
Are you afraid of conflict? This is perfectly normal! Instinctively, our brains tell us that conflict is dangerous, so our natural inclination is to do battle or run away. However, fear of conflict can turn leaders, managers and employees into ‘psycho-logical hostages’ who are paralyzed and unable to challenge others.
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Are you afraid of conflict? This is perfectly normal! Instinctively, our brains tell us that conflict is dangerous, so our natural inclination is to do battle or run away. However, fear of conflict can turn leaders,managers and employees into ‘psychological hostages’ who are paralyzed and unable to challenge others.CHAPTER 10Managing Conflict and Negotiations©McGraw-Hill.docx
CHAPTER 10
Managing Conflict and Negotiations
©McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
1
Major Questions You Should
Be Able to Answer
10.1 How can a contemporary perspective on conflict make me more effective at school, work, and home?
10.2 What are some types of conflict and how can I manage them to my benefit?
10.3 What can I do to manage work–family conflict and incivility to make me more effective at school, work, and home?
10.4 What can I do to prevent, reduce, or overcome conflict?
10.5 What are some best practices for effective negotiation?
©McGraw-Hill Education.
2
What Is Conflict?
Occurs when one party perceives that its interests are being opposed or negatively affected by another part.
It is inevitable and may be cultivated.
It can have both positive and negative outcomes.
Organizations can have too much or too little conflict.
It may be either functional or dysfunctional.
©McGraw-Hill Education.
Conflict is a pervasive part of the human experience, and it produces undesirable consequences such as absences, avoiding work-related events, quitting, terminations, and project failures.
Managing conflict effectively is essential for individual, departmental, and organizational effectiveness.
Conflict has both positive and negative consequences, and thus it is important to avoid the negative side of conflict while also gaining from its positive outcomes.
One party perceives its interests are being opposed or set back by another party.
Sources of conflict and issues can be real or imagined.
A lack of fairness, perceived or real, is a major source of conflict at work.
3
Causes of Conflict
Conflicts may arise due to
Interdependencies
Incompatibilities
Overlapping or unclear boundaries
Competition over limited resources
Unreasonable or unclear organizational polices
Organizational complexity
Escalation of conflict when
Tactics change
Number of issues grows
Issues move from specific to general
Number of parties grow
Goals change
©McGraw-Hill Education.
Certain situations produce more conflict than others.
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Table 10.1 lists many of the situations that tend to produce either functional or dysfunctional conflict.
When conflict escalates, the intensity increases; people can then take positions that are increasingly extreme and hard to justify.
Conflict escalation often exhibits these five characteristics:
Change in tactics from light to heavy tactics (i.e., from persuasive arguments, promises, and efforts to please the other side to threats, power plays, and violence).
Increase in the number of issues.
Issues move from specific to general.
The number of parties grows.
The goals ch.
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3. The document recommends analyzing conflicts using the "4Rs" method: examining the reasons for conflict, individual reactions, potential results if unresolved, and possible resolution approaches. Recognizing signs and properly analyzing conflicts can help facilitate their resolution.
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Pettrcy, /f;V, MS
„ he ability to communicate effectively is an essen-
tial skill for every job setting. Many nurses enter the joh
market because they are unhappy or frustrated in their
current work environment, often because of unresolved
conflict. In healthcare, people work closely together and
rely on their colleagues imd other team members when
caring for patients and their families. These team mem-
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innate stress and urgency in most acute care hospital
settings, makes conflict a common occurrence. If a
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toxic and negative work environment is created.
Effective communication skills will greatly enhance
nurses' ability to influence their environment. The
American Association of Critical-Care Nurses (AACN)
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management as 1 of 4 key leadership or "influencing
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Key Components and Sti-ategies
Controlling ILmotional Responses
Controlling emotional responses is the first com-
ponent of conflict resolution. Recognizing your per-
sonal bias is essential in being ahle to hear other
perspectives on an issue. In conflict situations, we
may react almost immediately with anger or hurt, and
not be clear regarding the underlying reason behind
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"fight." which may be exhibited as sarcasm or anger,
or "flighl," exliibited as avoidance or silent treatment.
[hese options can be expressed as "silence or vio-
lence." It is important to reflect on your emotions
and to identify the "story" that is behind them.
Lisa Pettrey is the director of Heart, Vascular and
Critical Care Services in Columbus, Ohio.
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story that is creating your emotional response.
Although it is difficult (or seemingly impossible) to
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type indicators) are listed in the "Tor More Infor-
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Self-regulation is 1 of the 5 components of emotional
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Conflict Management
- 1. 02/08/12
- 5. 02/08/12
- 6. 02/08/12
- 11. 4. Types of Conflict Model for diagnosis and management of conflict Type of Conflict Sources of Conflict Management Strategy 1. Intra individual Conflicting goals, needs, motives Role Definition 2. Interpersonal Disagreements antagonism IPC Skills,TA, Johari-Window, Creative P S, Assertive Behaviour 3. Inter-group Power, Authority Status Participative Mgt. Team Bldg.Training 4. Organizational Hierarchical Conflict Functional conflict Institutional Goal setting 5. Client Hospital Quality of patient care and communication Community Goal Setting, Public Relations
- 19. 6. Models predicting work place behavior / personality: 02/08/12
- 20. Models predicting work place behavior / Motivation: 02/08/12
- 21. 02/08/12
- 27. 02/08/12
- 28. 02/08/12
- 36. Information known to every one Share Feedback Knowledge belongs only to Others Knowledge belongs only to Self Knowledge acquired by learning together What we know and what they know What we know and they do not know What they know and we do not know What we do not know and they do not know
- 37. MOVING TOWARDS OPEN SELF
- 41. Life Positions I’m OK — I’m OK — You’re not OK You’re OK I’m not OK — I’m not OK — You’re not OK You’re OK Attitude toward Oneself Attitude toward Others Positive Negative Positive Negative
- 52. Conflict Management Styles Assertive behavior Aggressive behavior Accommodating style Collaborating style Compromising style Avoiding style Forcing style Passive behavior High concern for others’ needs Low concern for others’ needs High concern for own needs I’m not OK — You’re OK I’m OK — You’re OK I’m not OK — You’re not OK I’m OK — You’re not OK
- 59. 8. Effects of conflict on Business: 02/08/12
- 60. 02/08/12
- 65. We made it!
Editor's Notes
- Ask students to volunteer examples here .
- Ask students to volunteer examples here .
- Ask students to volunteer examples here .
- Ask students to volunteer examples here .
- First, let’s think about conflict as it unfolds for you. Think about one example (personal or professional) of when you used a particular style and tell us how that position worked for you. Here are pluses and minuses for each style:
- As your examples show, the way you handle conflict now varies according to whether you are dealing with someone with whom you have a long or short term relationships, what you are trying to accomplish, and whether you feel the core of the conflict is worthy of your time and attention. I would argue that while most of us know and can use multiple styles, most also tend to use only one. Consistent with the “Both/and” approach to globalization that we are studying in this course, it probably makes sense for you to learn and practice a variety of different conflict management styles. I hope this review might help you to do that.
- Adapted from Dispute Resolution Center of Snohomish and Island Counties (2004). 1801 Lomard Ave, Everett, WA 98206; 425-339-1335 .