Leadership & change management, lecture 8, by rahat kazmi
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This Lecture was prepared for my MBA students in London. It will benefit students, lecturers or managers who like to polish up their leadership skills. Feel Free to download this lecture in pdf, ...

This Lecture was prepared for my MBA students in London. It will benefit students, lecturers or managers who like to polish up their leadership skills. Feel Free to download this lecture in pdf, however, if you need the ppt slides, please send me a payment of £1 by paypal at: srahatkazmi@gmail.com and I will happy to send you the lecture.


Hope it was beneficial to you.

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Leadership & change management, lecture 8, by rahat kazmi Presentation Transcript

  • 1. LEADERSHIP AND CHANGE MANAGEMENT - MANAGING CONFLICT - CAUSES OF CONFLICT - STRATEGIES FOR MANAGING CONFLICT CHANGE TECHNIQUES LECTURE 8 BY RA HAT KAZMI PREPARED BY: RAHAT KAZMI SEPTEMBER 2010Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultantVist the website: www.softskillsexperts.com
  • 2. Objectives  Nature of Conflict  Responding to Conflict  Handling Grievances  Emotional StressFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 3. Nature of Conflict  Responding to Conflict  Handling Grievances  Emotional StressFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 4. Conflict  Conflict is a form of relating or interacting where we find ourselves (either as individuals or groups) under some sort of perceived threat to our personal or collective goals.  These goals are usually to do with our interpersonal wants. These perceived threats may be either real or imagined (Condliffe, 1991, p3).Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 5. Conflict  Sources of Conflict (Bisno) Project Sources of  Conflict (Thamhain & Wilemon)Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 6. Conflict  Sources of Conflict (Bisno) Biosocial  Personality and interactional Structural Cultural and ideological ConvergenceFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 7. Bisno’s Sources of Conflict (Condliffe, 1991, p6) ConflictFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 8. Conflict  Sources of Conflict (Bisno) Biosocial  Personality and interactional Structural Cultural and ideological ConvergenceFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 9. Source of Conflict  Sources of Conflict (Bisno) Biosocial  Personality and interactional Structural Cultural and ideological Convergence  Project Sources of Conflict (Thamhain & Wilemon)  Project schedules Project priorities WorkforceFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 10. Conflict (Nicholas, 2001, p519)Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 11. Conflict (Nicholas, 2001, p519)Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 12. Conflict  Components of ConflictFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 13. Components of ConflictFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 14. Components of Conflict  Interests: things that motivate eg. managers and workers have different interestsFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 15. Components of Conflict  Emotional: feelings that accompany human interactions eg. anger, fear, reject, and lossFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 16. Components of Conflict Dealing with ConflictWhen you have to deal with conflicttackle the emotional issues firstthen address values and interests Emotional: feelings that accompany human interactions eg. anger, fear, reject, and loss Interests: things that motivate eg. managers and workers have different interests Values: ideas and feelings about right and wrong (difficult to resolve)Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 17. Consequences of ConflictFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 18. Conflict  Good Consequences of ConflictFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 19. Increased Creativity  increased creativityFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 20. Conflict  It forces people to clarify their viewsFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 21. Conflict  It can produce constructiveFollow him on Twitter: twitter.com/srahatkazmi or social changeJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 22. Conflict It gives people the opportunity to test their capacitiesFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 23. Conflict development of group and organization cohesionFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 24. Conflict  Bad Consequences of ConflictFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 25. ConflictViolenceFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 26. breakdown of relationships ConflictFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 27. Conflict polarization of views into static positionsFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 28. Conflict A breakdown of collaborative venturesFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 29. Conflict destruction of communicationFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 30. Conflict GroupthinkFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 31. Conflict Groupthink Groupthink is a tendency for strong conformity pressures within groups to lead to the breakdown of critical thinking and encourage premature acceptance of questionable decisionsFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 32. Conflict  Lack of conflict is a sign of over conformity.Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 33. Conflict  It is unhealthy when there is no conflictFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 34. Conflict You need diversity of opinionFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 35. ConflictFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 36. Consequences of ConflictFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 37. Conflict  Nature of Conflict  Responding to Conflict  Handling Grievances  Emotional StressFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 38. Conflict Conflict Handling Styles Avoiding Compromise Competition Accommodation CollaborationFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 39. Conflict Which conflict handling style will you use?Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : Prepared by: Rahat Kazmi facebook.com/TrainingConsultant
  • 40. Conflict Which conflict handling style will you use? Project Managers may have a preferred style for managing conflictFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : Prepared by: Rahat Kazmi facebook.com/TrainingConsultant
  • 41. Conflict Which conflict handling style will you use? Project Managers may have a preferred style for managing conflict  You should use different styles depending on the problem – and get there by using your ability to read situationFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 42. Conflict avoiding compromise competition accommodation collaborationFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 43. Avoiding Conflict Characteristics When to use• ignoring conflicts and hoping they’ll go • Trivial, small/unimportant issue away • no perceived chance of• putting problems under consideration resolution or on hold • To allow a cool down period• use of secrecy to avoid confrontation • To allow others to resolve the• appeal to bureaucratic rules situationFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 44. Compromise Conflict Characteristics When to use • negotiation • goals are important, but not worth effort • looking for deals and • opponents with equal power are committed trade-offs to mutually exclusive goals • finding satisfactory or • achieve temporary settlements to issues acceptable solutions • arrive at solutions under time pressure • back-up to collaboration or competitionFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 45. Conflict Competition  Characteristics When to use • create win-lose situations • quick, decisive action is vital, very • use of power plays important • forcing submission • unpopular actions eg. cost cutting • issues are vital to company welfare • against people who take advantage of non- competitive behaviorFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 46. Conflict Accommodation Characteristics When to use • giving way • find you are wrong • submission and • issues more important to others than yourself fulfillment • maintain cooperation • build social credits for later on • minimize loss • harmony and stability are important • allow team members to learn from their mistakesFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 47. Conflict Collaboration Characteristics When to use • problem-solving carriage • find an integrative solution when • tackle differences both sets of concerns are • sharing ideas and information important • seeing problems and conflicts as • objective is to learn challengesFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 48. 2 Methods for Resolving Conflict in a team• Role Clarification Technique Conflict• Intergroup Conflict ResolutionFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 49. Conflict Role Clarification Technique This is a systematic procedure which involves all team members understanding the requirements of their of own and everyone elses position, duties and expectations You’ll need to clarify roles for team and individuals; for example via questionnaires (or for project teams - RAM matrices!)Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 50. Conflict  Intergroup Conflict Resolution  Each group should prepare list of what they would like the other groups to start doing, stop doing, and continue to do. This list narrows he scope of the dispute and makes it easier to work on the core problems.Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 51. Conflict  Nature of Conflict  Responding to Conflict  Handling Grievances  Emotional StressFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 52. Grievance  What is a Grievance?Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 53. Grievance A grievance is any behaviour or action of another member or members of a team, which has or is likely to have an unreasonable negative impact on the ability of a team member to undertake their dutiesFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 54. Grievance  Most grievances are never raised with management Why? Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 55. Grievance Lack of trust Our complaints are trivialized No action gets taken! They only take defensive actionFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 56. Grievance  What you should do?Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 57. Grievance  Listen Discuss  PlanFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 58. Grievance  Nature of Conflict  Responding to Conflict  Handling Grievances  Emotional StressFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 59. Stress  StressFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 60. Stress  What is Stress?  A pattern of emotional states and physiological reactions occurring in situations where individuals perceive threats to their important goals that they feel unable to meet  (Greenberg & Baron, 1993, p257).Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 61. StressFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 62. Stress  Effects of Stress Physical illness   Lack of sleep  Reduction in task performance  Poor quality decision makingFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : Prepared by: Rahat Kazmi facebook.com/TrainingConsultant
  • 63. Causes of StressLong hoursTight schedulesTransient work forceHigh risksWork overloadRole uncertaintySocial relationsFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 64. A Stress Survey  How many of these for you in the last year?Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 65. (Greenberg & Baron, 1993, p238)Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 66. Stress Management 1. Organizational Level 2. Individual LevelFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 67. Stress Management atthe Organizational Level setting reasonable work plans and schedules  delegating responsibility and increasing independence clarifying responsibilities,  authority, and performance criteria  clarifying goals, procedures, and decision criteria  giving consideration and support in leadershipFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 68. Stress Management  for the Individual  stress management program  relaxation training  diversions from work-related problemsFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 69. Review 1. Conflict is the opposition of people or forces that develops into an aggressive state or action. 2. Sources of IT project conflict includes; schedules, priorities and workforce issues. 3. Conflict can be good and bad. 4. Conflict handling styles include; avoiding, compromise, competition, accommodation, and collaboration. 5. Grievance handling strategies include; listen, discuss, and plan. Not dealing with grievances can be harmful to projects. 6. Work environment improvements and reducing stress is essential to a team’s health and the success of the project.Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 70. References Condliffe, P. (1991). Conflict management – A practical guide. Collingwood, Vic.: RMIT. Greenberg, J. & Baron, R. (1993). Behavior in organizations (4th ed.). Syd., NSW: Allyn and Bacon. Nicholas, J. (2001). Project management for business technology – Principles and practice (2nd ed.). Upper Saddle River, N.J.: Prentice-Hall.Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 71. Contact Us Soft Skills Experts 138 Wandsworth Bridge Road Fulham London SW6 2UL United Kingdom Tel: +44 772 822 9192 Email: rahat@SoftSkillsExperts.comFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant