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Conflict management
Conflict management
Conflict management
Conflict management
Conflict management
Conflict management
Conflict management
Conflict management
Conflict management
Conflict management
Conflict management
Conflict management
Conflict management
Conflict management
Conflict management
Conflict management
Conflict management
Conflict management
Conflict management
Conflict management
Conflict management
Conflict management
Conflict management
Conflict management
Conflict management
Conflict management
Conflict management
Conflict management
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Conflict management

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  • 1. Conflict Management Dr. Ghaiath M. Abas , MBBS FMOH-DGHPD
  • 2. Conflict <ul><li>“ You have to transform the conflict, not let it explode into violence nor suppress it”. &quot;Gandhi: </li></ul><ul><li>“ Give the conflict back to the people - they are the best ones to solve it” </li></ul><ul><li>Niels Christie: </li></ul>
  • 3. In this presentation <ul><li>Conflict philosophy </li></ul><ul><li>definition of conflict </li></ul><ul><li>The differences between &quot;competition&quot; and &quot;conflict&quot; </li></ul><ul><li>Common causes of conflict </li></ul><ul><li>How to identify signs and stages of conflict </li></ul><ul><li>How to manage and resolve conflict situations </li></ul><ul><li>Conflict prevention </li></ul>
  • 4. Conflict philosophy: <ul><li>Conflicts exist always, and everywhere </li></ul><ul><li>Conflicts are a socially constructed reality </li></ul><ul><li>The destructive element of a conflict is not inevitable </li></ul>
  • 5. What’s Conflict? <ul><li>Conflicts are disagreements between two (or more) individuals that create tension in one or more individuals </li></ul>
  • 6. &quot;competition&quot; or &quot;conflict”? <ul><li>&quot;Competition&quot; usually brings out the best in people, as they strive to be top in their field, whether in sport, community affairs, politics or work. </li></ul><ul><li>When competition becomes unfriendly or bitter, though, conflict can begin - and this can bring out the worst in people </li></ul>
  • 7. Common causes of conflict <ul><li>scarcity of resources (finance, equipment, facilities, etc) </li></ul><ul><li>different attitudes, values or perceptions </li></ul><ul><li>disagreements about needs, goals, priorities and interests </li></ul><ul><li>poor communication </li></ul><ul><li>poor or inadequate organisational structure </li></ul><ul><li>lack of teamwork </li></ul><ul><li>lack of clarity in roles and responsibilities </li></ul>
  • 8. Conflicts come in three main types: <ul><li>intrapersonal </li></ul><ul><li>Interpersonal </li></ul><ul><li>Iinter-group </li></ul>Each of the three conflict types builds upon one another to create the final problem
  • 9. Conflict between individual <ul><li>People have differing styles of communication, ambitions, political or religious views and different cultural backgrounds </li></ul>
  • 10. Conflict between groups of people <ul><li>Whenever people form groups, they tend to emphasise the things that make their group &quot;better than&quot; or &quot;different from&quot; other groups </li></ul>
  • 11. Conflict within a group of people <ul><li>Even within one organisation or team, conflict can arise from the individual differences or ambitions mentioned earlier; or from rivalry between sub-groups or factions. </li></ul>
  • 12. Team development stages Forming Storming Norming Performing Closing
  • 13. Factors influencing team building/effectiveness Task Individual Team
  • 14. &quot;Disputes of right&quot; and &quot;disputes of interest“… <ul><li>&quot;disputes of right&quot;, where people or groups are entitled by law, by contract, by previous agreement or by established practice to certain rights. </li></ul><ul><li>A dispute of rights is, therefore, usually settled by legal decision or arbitration and not by negotiation </li></ul>
  • 15. &quot;Disputes of right&quot; and &quot;disputes of interest“…cont. <ul><li>&quot;disputes of interest&quot;, where the conflict may be a matter of opinion, such as where a person or group is entitled to some resources or privileges (such as access to property, better working conditions, etc). </li></ul><ul><li>Because there is no established law or right, a dispute of interest will usually be solved through collective bargaining or negotiation </li></ul>
  • 16. Signs of conflict between individuals <ul><li>colleagues not speaking to each other or ignoring each other </li></ul><ul><li>contradicting and bad-mouthing one another </li></ul><ul><li>deliberately undermining or not co-operating with each other, to the downfall of the team </li></ul>
  • 17. Signs of conflict between groups of people <ul><li>cliques or factions meeting to discuss issues separately, when they affect the whole organisation </li></ul><ul><li>one group being left out of organising an event which should include everybody </li></ul><ul><li>groups using threatening slogans or symbols to show that their group is right and the others are wrong </li></ul>
  • 18. The four steps to conflict resolution
  • 19. How to manage and resolve conflict situations? <ul><li>Collective bargaining : </li></ul><ul><li>it is necessary to have agreed mechanisms to collectively discuss and resolve issues </li></ul><ul><li>that this is far better than avoidance or withdrawal, and puts democratic processes in place to achieve &quot;integrative problem solving&quot; </li></ul>
  • 20. How to manage and resolve conflict situations…cont. <ul><li>Conciliation </li></ul><ul><li>&quot;the act of procuring good will or inducing a friendly feeling&quot; </li></ul><ul><li>This is usually attempted before the more serious step of a strike by workers or a lock-out by management is taken </li></ul>
  • 21.  
  • 22. GROUND RULES FOR EFFECTIVE CONFLICT RESOLUTION <ul><li>Keep interactions respectful, even when feeling frustrated or hurt. </li></ul><ul><li>Maintain emotional control, even when feeling angry. </li></ul><ul><li>Keep interactions on &quot;hot topics&quot; within a structured process. </li></ul><ul><li>Using formalized process, e.g. a planned negotiation, or mediation </li></ul><ul><li>Show a willingness to understand. If others feel understood and acknowledged, they are more likely to collaborate </li></ul>
  • 23. GROUND RULES FOR EFFECTIVE CONFLICT RESOLUTION <ul><li>Communicate honestly and openly. </li></ul><ul><li>Be as objective as possible. Avoid speculation, rumors, and assumptions. </li></ul><ul><li>Express concerns in a constructive manner. </li></ul><ul><li>Focus on future solutions rather than past blame. </li></ul><ul><li>Look for solutions that meet everyone's needs; find common ground or shared interests. </li></ul>
  • 24. Conflict prevention <ul><li>Avoid confrontation sometimes </li></ul><ul><li>Force your opinion sometimes in order to move forward </li></ul><ul><li>Bend off sometimes </li></ul><ul><li>Compromise </li></ul><ul><li>Assess level of satisfaction in the group with a decision </li></ul><ul><li>Put your self in others place </li></ul><ul><li>Be including – as for other peoples input </li></ul>
  • 25. Conflict prevention …cont. <ul><li>Listen actively </li></ul><ul><li>Let people finish talking – don’t interrupt </li></ul><ul><li>Be respectful to other people and other opinions </li></ul><ul><li>Be aware of your body language – what are you signalling </li></ul><ul><li>Demonstrate good will </li></ul><ul><li>Have a positive attitude </li></ul><ul><li>Be flexible </li></ul><ul><li>Give constructive critic / feedback </li></ul>
  • 26. Ways to hurt people: <ul><li>Refuse to listen </li></ul><ul><li>Refuse to realise that the other has more information to base her opinion on than you </li></ul><ul><li>Rude or aggressive behaviour leading to a “fight or flight” situation </li></ul><ul><li>Intentional attempts to hurt, blame, threaten, mock or otherwise offend </li></ul>
  • 27. References & Suggested Readings <ul><li>Presentation on Conflict Management. CBS by Dr. Maysoon Altigani. </li></ul><ul><li>http://www.crnhq.org/ </li></ul><ul><li>http://www.ohrd.wisc.edu/onlinetraining/resolution/index.asp </li></ul><ul><li>http://www.conflictresolution.com/ </li></ul>
  • 28. <ul><li>THANKS FOR YOUR TIME AND ATTENTION </li></ul><ul><li>Any Questions Please! </li></ul>

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