Causes and stages of conflict


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Causes and stages of conflict

  1. 1. CAUSES AND STAGES OF CONFLICT  Presented To: Dr. Naveed Akhtar  Presented By: Ijaz Ahmed M Yasir Iqbal Waqar Aftab
  2. 2. OVERVIEW  Definition of Conflict  Causes of Conflict  Stages of Conflict
  3. 3. DEFINITION OF CONFLICT “Conflict is an expressed struggle between at least two interdependent parties who perceive incompatible goals, scare resources, and interference from others in achieving their goals.”
  4. 4. CAUSES OF CONFLICT Definition There is rarely a single cause of violent conflict, although it may be triggered by a single event. Rather, there are multiple causes.
  5. 5. CAUSES OF CONFLICT 1. There are different types of causes of conflict which are as follows. Conflicting Resources We all need access to certain resources to do our jobs well. When more than one person or group need access to a particular resource, conflict can occur.
  6. 6. CAUSES OF CONFLICT Tools to Over-Come Conflicting Resources  Win-Win Negotiation  Influence Model
  7. 7. CAUSES OF CONFLICT 2. Conflicting Styles Everyone works differently, according to his or her individual needs and personality. For example, some people love the thrill of getting things done at the last minute, while others need the structure of strict deadlines to perform. However, when working styles clash, conflict can often occur.
  8. 8. CAUSES OF CONFLICT Tools to Over-Come Conflicting Styles  Myers-Briggs Personality Test
  9. 9. CAUSES OF CONFLICT 3. Conflicting Perception All of us see the world through our own lens, and differences in perceptions of events can cause conflict, particularly where one person knows something that the other person doesn't know, but doesn't realize this conflict can often occur.
  10. 10. CAUSES OF CONFLICT Tools to Over-Come Conflicting Perception  Communicating openly with your team
  11. 11. CAUSES OF CONFLICT 4. Conflicting Goals Sometimes we have conflicting goals in our work. For example, one of our managers might tell us that speed is most important goal with customers. Another manager might say that indepth, high-quality service is the top priority. It's sometimes quite difficult to reconcile the two, conflict can often occur.
  12. 12. CAUSES OF CONFLICT Tools to Over-Come Conflicting Goals Goal must be clear
  13. 13. CAUSES OF CONFLICT 5. Conflicting Pressures We often have to depend on our colleagues to get our work done. However, what happens when you need a report from your colleague by noon, and he's already preparing a different report for someone else by that same deadline. Conflicting pressures are similar to conflicting goals, the only difference is that conflicting pressures usually involve urgent tasks, while conflicting goals typically involve projects with longer timelines.
  14. 14. CAUSES OF CONFLICT Tools to Over-Come Conflicting Pressures  Reschedule tasks and deadlines.
  15. 15. CAUSES OF CONFLICT 6. Conflicting Roles Sometimes we have to perform a task that's outside our normal role or responsibilities. If this causes us to step into someone else's "territory," then conflict and power struggles can occur. The same can happen in reverse sometimes we may feel that a particular task should be completed by someone else. Conflicting roles are similar to conflicting perceptions. After all, one team member may view a task as his or her responsibility or territory. But when someone else comes in to take over that task, conflict occurs.
  16. 16. CAUSES OF CONFLICT Tools to Over-Come Conflicting Roles  Team Character
  17. 17. CAUSES OF CONFLICT 7. Personality Differences Imagine that your boss has just asked you to perform a task that conflicts with your ethical standards. Do you do as your boss asks, or do you refuse? If you refuse, will you lose your boss's trust, or even your job. When our work conflicts with our personal values like this, conflict can quickly arise.
  18. 18. CAUSES OF CONFLICT Tools to Over-Come Personality Differences  Ethical Leadership
  19. 19. CAUSES OF CONFLICT 8. Misunderstandings Substandard communication is one of the top reasons for conflict in and out of the office. Incomplete or inaccurate data or information can lead to conflict. Often these conflicts involve disagreements over what is best in a given situation.
  20. 20. CAUSES OF CONFLICT Tools to Over-Come Misunderstandings  Effective Listening Techniques  Keep Records of Communications
  21. 21. CAUSES OF CONFLICT 9. Competition Sometimes quotas and incentives can make it easy to forget the big picture. We stop seeing others as team members and start to see them as competitors. Healthy competition is a good motivator, but sometimes it inspires antiproductive behaviour and conflict arise.
  22. 22. CAUSES OF CONFLICT Tools to Over-Come Competition  Managing your own Emotions
  23. 23. STAGES OF CONFLICT Stage 1 Stage 2 Analysis Confrontation  Decide strategy Story telling  Dictation  Arbitration  Negotiation  Identify all conflict sources Stage 3 Resolution •Brainstorm solutions •Choose solution •Agree to monitor/change
  24. 24. STAGES OF CONFLICT STAGE 1: ANALYSIS Determine best strategy to use  Dictation  Arbitration  Negotiation  Identify all sources of conflict 
  25. 25. STAGES OF CONFLICT STAGE 1: ANALYSIS  Dictation is best when:  parties are irrational  no trust exists  too angry to be realistic  have mental health issues  alcohol or drugs are involved  when violent behavior is potential  parties have poor communication skills  there are time constraints
  26. 26. STAGES OF CONFLICT STAGE 1: ANALYSIS Negotiation is best when:  parties are rational  parties want to work out a solution together  some trust still exists  there are no time constraints  Arbitration  same as mediation but use when parties get stuck during mediation 
  27. 27. STAGES OF CONFLICT STAGE 1: ANALYSIS FISHER URY’S NEGOTIATION MODEL Don’t react  Don’t argue  Don’t reject  Don’t push  Minimize escalation 
  29. 29. Stages of conflict Stage 3: Resolution  Problem and sources have been identified  Alternative resolutions are brainstormed  Mutually agreeable solution chosen  Agreement to monitor changes in the future
  30. 30. THANK YOU