Conflict final
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  • 1. CONFLICT MANAGEMENT
  • 2. WHAT IS CONFLICT ?
  • 3. TYPES OF CONFLICT
    INTERNATIONAL CONFLICT
    EXAMPLE
  • 4. GROUP CONFLICTS
    EXAMPLE OF GROUP CONFLICTS
  • 5. RACIAL CONFLICTS
    INDIA - AUSTRALIA RACIAL CONFLICT
  • 6. IDEOLOGICAL CONFLICTS
    Examples of Ideological Conflict
    Mahatma Gandhi NathuramGodhse
    VIDEO
  • 7. INTRAPERSONAL CONFLICT
    EXAMPLE
  • 8. INTERPERSONAL CONFLICTS
    EXAMPLE
    VIDEO
  • 9. INTERSTATE CONFLICT
    EXAMPLES
  • 10. Organizational Conflict
    Examples
  • 11. Religious conflict
    EXAMPLE
  • 12. The Conflict Process
  • 13. Stage I: Potential Opposition or Incompatibility
    • Communication
    Semantic difficulties, misunderstandings, and “noise”
    • Structure
    Size and specialization of jobs
    Jurisdictional clarity/ambiguity
    Member/goal incompatibility
    Leadership styles (close or participative)
    Reward systems (win-lose)
    Dependence/interdependence of groups
    • Personal Variables
    Differing individual value systems
    Personality types
  • 14. Stage II: Cognition and Personalization
    Perceived Conflict
    Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.
    Felt Conflict
    Emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility.
  • 15. Stage III: Intentions
    Intentions
    Decisions to act in a given way.
    Cooperativeness:
    • Attempting to satisfy the other party’s concerns.
    Assertiveness:
    • Attempting to satisfy one’s own concerns.
  • Dimensions of Conflict-Handling Intentions
  • 16. Stage III: Intentions (cont’d)
    Competing
    A desire to satisfy one’s interests, regardless of the impact on the other party to the conflict.
    Collaborating
    A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties.
    Avoiding
    The desire to withdraw from or suppress a conflict.
  • 17. Stage III: Intentions (cont’d)
    Accommodating
    The willingness of one party in a conflict to place the opponent’s interests above his or her own.
    Compromising
    A situation in which each party to a conflict is willing to give up something.
  • 18. Stage IV: Behavior
    The behavior stage includes the statements, actions, and reactions made by the conflicting parties.
  • 19. STAGE V: OUTCOME
    The action–reaction interplay among the conflicting parties results in consequences.
  • 20. Conflict-Intensity Continuum
  • 21. Conflict and Unit Performance
  • 22. THE NATURE OF CONFLICT
    Constructive Conflict…
    Destructive Conflict…
  • 23. A conflict is likely to take aConstructivecourseif it is viewed as a mutual problem to be worked on together in a cooperative process;
    A conflict is likely to take a Destructive course if it is defined as a win-lose conflict in which the conflicting parties engage in a competitive process to determine who wins and who loses.
  • 24. Murder/violence/physical/abuse/shoutingSecretive behaviorTaking everything personallyJudgmental behavior/closed communicationUsing names sarcastically/disrespectfullyRaised voice/yelling/telling/finger pointingDenial/storming outPhysiological reactionStanding over someoneNon-responsiveness/withdrawalAgreeing to basic conflict processing ground rulesSellingShowing empathyTaking time outActive listening/askingOpen/positive body languageProblem identificationCalm discussion/conversationDirect/clear/honest communicationFeeling OK about the outcomeFeeling connected to othersRelaxed & leaning forwardAcknowledgment of being heardUsing other person's nameConsensus - temporary working agreementBeing committed to the outcome
  • 25. Characteristics of Constructive & Destructive Conflict
    Constructive Conflict
    Destructive Conflict
    Affirms differences
    Participatory - win/win
    Attitude of curiosity
    A 2-way process
    Uses differences
    Competitive - win/lose
    Attitude of dominance
    A 1-way process
  • 26. Equal information
    Based on clear guidelines
    High level of personal responsibility
    Uneven/unequal information
    no guidelines/limits
    Little or no personal responsibility
  • 27. CONFLICT MANAGEMENT
  • 28. Conflict is often needed. It:
    Helps to raise and address problems.
    Energizes work to be on the most appropriate issues.
    Helps people "be real", for example, it motivates them to participate.
    Helps people learn how to recognize and benefit from their differences.
    Conflict is not the same as discomfort. The conflict isn't the problem - it is when conflict is poorly managed that is the problem.
  • 29. Conflict is a problem when it:
    Hampers productivity.
    Lowers morale.
    Causes more and continued conflicts.
    Causes inappropriate behaviors.
  • 30. THE FIVE A'S TECHNIQUE
    ASSESSMENT.
    ACKNOWLEDGEMENT.
    ATTITUDE.
    ACTION.
    ANALYSIS.
  • 31. CONCLUSION
  • 32. THANK YOU