Conflict Management
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Conflict Management

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Conflict Management

Conflict Management

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Conflict Management Conflict Management Presentation Transcript

  • What is conflict?
    • Direct opposition, a clash or disagreement between people
    • Conflicts are experienced at home, work, social recreation and officiating a contest
    • As long as you have people dealing with people, making decisions or meeting deadlines - you will have conflict
  • Conflict management
    Conflict management is the practice of identifying and handling conflict in a sensible, fair and efficient manner.
  • Perspective in conflicts
  • General causes of conflicts
    • Poorly defined goals
    • Divergent personal values
    • Lack of cooperation/trust
    • Competition of scarce resources
    • Unclear roles/lack of job description
    • Communication failure
    • Personality conflict
  • Effects of conflict in organizations
    • Stress
    • Absenteeism
    • Staff turnover
    • De-motivation
    • Non-productivity
  • Types of conflict
  • Ways of addressing conflict
    Five basic ways of addressing conflict were identified by Thomas and Kilman in 1976:
    • Accommodation _surrender one's own needs and wishes to accommodate the other party.
    • Avoidance – 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. In more severe cases, conflict avoidance can involve severing a relationship or leaving a group.
    • Collaboration – work together to find a mutually beneficial solution. 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.
    • Compromise – bring the problem into the open and have the third person present. The aim of conflict resolution is to reach agreement and most often this will mean compromise.
    • Competition – assert one's viewpoint at the potential expense of another. It can be useful when achieving one's objectives outweighs one's concern for the relationship.
  • Methods to deal with conflicts
    • Competition (win-lose situation)
    • Accommodation (win-win situation)
    • Avoidance (lose-lose situation)
    • Compromise (lose-lose situation)
    • Collaboration (win-win situation)
  • Conflict Table
    I win
    I lose
    You win
    You lose
  • LEVELS OF CONFLICT
    • INFORMAL More often handled quickly, less noticeable by others - quick comments to coaches and participants
    • FORMAL Need,s more attention more skills necessary to resolve or understand what the coach, player or official has heard or seen
  • 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
  • KEY COMPONENTS IN RESOLVING CONFLICT
    • GREAT LISTENING SKILLS
    • FLEXIBILITY
    • WILLINGNESS TO CHANGE
    • AGREE TO DISAGREE
  • LISTENING SKILLS
    • Maintain eye contact
    • Do not interrupt - let them finish
    • Good posture - maintain a non-threatening position
    • Gentally rehearse situations you might become emotional in
  • 2. FLEXIBILITY
    • Be able to adjust to any situation
    • Do not try to handle the situation alone - use your partner(s)
    • Understand you are not going to please everyone - agree to disagree - this is a two way street, but the official has final say
  • 3. WILLINGNESS TO CHANGE
    • Get the call right - use your partner(s)
    • If change is necessary - make the change
    • Support your partner(s) - you are a team
    • Understand the psychology of coaches and what motivates them - communicate with them - know your coach
  • 4. DEFUSING THE SITUATION
    INFORMAL CONFLICTS:
    • Normal contest situations will not be stopped
    • Use visual acknowledgment with coach or participants
    • Direct eye contact or use caution sign.
    • Use short verbal explanation
    • “I hear you, I will watch for that”
    • “I saw it differently than that”
    • Most of all - know your audience
  • FORMAL CONFLICT
    • Contest will temporarily be stopped
    • Help your partner with positve information - let partner make the call
    • Defuse the situation - do not abuse it - get everyone calmed down if possible
    • Good eye contact
    • Proper posture
    • Close the situation as rapidly as possible
  • NECESSARY CHANGE
    • If the official is in error, make the necessary change
    • Explain to the opposing coach and captain(s) the situation and the change
    • Get the contest started as quickly as possible
  • There are advantages to conflict.
    While the term conflict generally is associated with negative encounters, conflict itself is neither inherently good nor inherently bad. In fact, engaging in conflict can have positive effects on relationships and organizations.
    Consider these benefits:
    • Managing conflict is quicker and more efficient than letting conflicts fester.
    • Conflict fosters an awareness that problems exist.
    • Discussing conflicting views can lead to better solutions.
    • Conflict requires creativity to find the best outcomes.
    • Conflict raises awareness of what is important to individuals.
    • Managing conflicts appropriately helps build self-esteem.
    • Managing conflicts well is a sign of maturity.
    • Conflicts are challenging.
    • Conflicts are exciting.
    • Conflicts encourage people to grow.
    • Conflicts create opportunity.
  • There are disadvantages to conflict.
    • Conflict can injure feelings.
    • Conflict can delay the work of process,
    • Conflict result in factions developing
  • Conclusion
    Conflict is unavoidable
    • Interaction among workers
    • Dependence of workers on one another
    • Complexity of organizational relationship
    • Conflict is a healthy sign not a negative process
    • It reflects dynamics