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Conflict management ppt

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Conflict Management at the work place.

Conflict Management at the work place.

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  • As shown here, there are many types of conflict. How they relate to performance is shown on the next slide.
  • As a manager, you have more authority than you may realize. Be careful not to abuse it.
  • Avoidance or withdrawal on the employee’s part is likely to be a result of authoritative command on the managers’ part.
  • Obviously win-win would be the choice of most people but not all. Certain personalities have to win, no matter what.
  • Transcript

    • 1.
      • Presented by :
      • Ankit Jain (Roll.#.007)
      • Neeraj Chaudhary (Roll.#. 25)
      • Vivek Kumar (Roll.#.54)
      • Shrikant Panikar (Roll.#.46 )
    • 2.
      • Conflict is when two or more values, perspectives and opinions are contradictory in nature and haven't been aligned or agreed about yet, including: 1. Within yourself when you're not living according to your values; 2. When your values and perspectives are threatened; or 3. Discomfort from fear of the unknown or from lack of fulfillment. Conflict is inevitable and often good, for example, good teams always go through a "form, storm, norm and perform" period. Getting the most out of diversity means often-contradictory values, perspectives and opinions.
    • 3.
      • Conflict is often needed. It: 1. Helps to raise and address problems. 2. Energizes work to be on the most appropriate issues. 3. Helps people "be real", for example, it motivates them to participate. 4. 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
    • 4. Thomas Little Consulting
    • 5.
      • Substantive Conflict
        • disagreement over goals, resources, rewards, policies, procedures, and job assignments.
      • Emotional Conflict
        • results from feelings of anger, distrust, dislike, fear, and resentment, as well as relationship problems.
      • Functional Conflict
        • stimulates us toward greater work efforts, more creativity in problem solving, and even to cooperate more with others.
      • Dysfunctional Conflict
        • Is destructive and hurts task performance
    • 6.
      • 1. Avoidance or withdrawal
      • -downplaying disagreement, withdrawing, staying neutral at all costs
      • 2. Accommodation or smoothing
      • -giving in and smoothing over differences to maintain harmony
      • 3. Competition or authoritative command
      • -trying to win in active competition, or using authority to win by force
      • 4. Compromise
      • -bargaining for something “acceptable” so each party wins and loses a bit
      • 5. Collaboration or problem solving
      • -working through differences to solve problems so that everyone gains
    • 7.  
    • 8.
        • Lose-lose
          • no one achieves his or her true desires and the underlying reasons for conflict remain unaffected.
        • Competition
          • uses force, superior skill, or domination to win a conflict.
        • Compromise
          • occurs when each party to the conflict gives up something of value to the other.
        • Win-lose
          • one party achieves its desires and the other party does not.
        • Collaboration
          • involves working through conflict differences and solving problems so everyone wins.
        • Win-win
          • the conflict is resolved to everyone’s benefit.
    • 9. Approach Objective Your Posture Supporting Rationale Likely Outcome Forcing Get your way. “ I know what’s right. Don’t question my judgment or authority.” It is better to risk causing a few hard feelings than to abandon a position you are committed to. You feel vindicated, but other party feels defeated and possibly humiliated. Avoiding Avoid having to deal with conflict. “ I’m neutral on that issue. Let me think about it.” Disagreements are inherently bad because they create tension. Interpersonal problems don’t get resolved, causing long-term frustration. Accommodating Don’t upset the other person. “ How can I help you feel good about this issue? ” Maintaining harmonious relationships should be our top priority. Other person is likely to take advantage of you.
    • 10. Approach Objective Your Posture Supporting Rationale Likely Outcome Compromising Reach an agreement quickly. “ Let’s search for a mutually agreeable solution.” Prolonged conflicts distract people from their work and cultivates bitter feelings. Participants become conditioned to seek an alternative, rather than effective solution. Collaborating Solve the problem together. “ This is my position. What is yours? I’m committed to finding the best possible solution.” The positions of both parties are equally important (though not necessarily equally valid). Equality emphasis should be placed on the quality of the outcome and the fairness of the decision-making. Participants find an effective solution.
    • 11.
      • X Avoiding the conflict is more less pleasurable than facing it and ...
      • Facing the conflict is more pleasurable than avoiding it ...
      Whether you think you can or you can’t – you’re right Henry Ford
    • 12.
      • Conflict management is the responsibility of all employees
      • Understanding your style can assist in working with others
      • All styles have their place, but collaboration is the best for most work situations
    • 13.
      • THANK YOU FOR LISTENING.