3. .
.
MUHAMMAD ABID
BC141005
FEHMIDA SHABBIR
BC133012
FURQAN MUNIR LODHI
BC141004
GOALS FOR TODAY
• WHAT IS CONFLICT?
• HOW TO CREATE
CONFLICT?
• CAUSES
• EFFECTS
• PREVENT
• METHODS TO DEAL WITH
CONFLICTS
• CONFLICT TABLE
• STEPS TO RESOLVE
CONFLICTS
• CONFLICT STYLES
• USES OF CONFLICT STYLES
• CONCLUSION
4. .
.
MUHAMMAD ABID
BC141005
FEHMIDA SHABBIR
BC133012
FURQAN MUNIR LODHI
BC141004
WHAT IS CONFLICT?
A battle, contest or opposing forces existing between
primitive desires and moral, religious or ethical ideas.
(Webster’s Dictionary)
A state of incompatibility of ideas between two or more
parties or individuals
Conflict management is the practice of identifying and handling conflict
in a sensible, fair and efficient manner
8. .
.
MUHAMMAD ABID
BC141005
FEHMIDA SHABBIR
BC133012
FURQAN MUNIR LODHI
BC141004
HOW TO CREATE CONFLICT?
Not being a role model
Take credit, no recognition
Be judgmental
Send written messages
Subordinate should come to see me
Make yourself inaccessible to your team
Individual vs team approach
Telling them? Consulting them? Or deciding with them?
Come tomorrow
Introduce change without consultation or discussion
9. .
.
MUHAMMAD ABID
BC141005
FEHMIDA SHABBIR
BC133012
FURQAN MUNIR LODHI
BC141004
GENERAL CAUSES OF CONFLICTS
Poorly defined goals
Divergent personal values
Lack of cooperation/trust
Competition of scarce resources
Unclear roles/lack of job description
11. .
.
MUHAMMAD ABID
BC141005
FEHMIDA SHABBIR
BC133012
FURQAN MUNIR LODHI
BC141004
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
17. .
.
MUHAMMAD ABID
BC141005
FEHMIDA SHABBIR
BC133012
FURQAN MUNIR LODHI
BC141004
TURTLE -- WITHDRAWING
Avoid conflict as all costs
Give up their personal goals & relationships
Believe it is hopeless to try to resolve conflict
Feel helpless
Easier to withdraw than face conflict
19. .
.
MUHAMMAD ABID
BC141005
FEHMIDA SHABBIR
BC133012
FURQAN MUNIR LODHI
BC141004
SHARK -- FORCING
Try to overpower opponents by forcing them to accept
their solutions
Not concerned with needs of others
Do not care about how others perceive them
Believe in winning and losing
Winning gives them a sense of pride
Try to win by attacking, overwhelming, & intimidating
others
21. .
.
MUHAMMAD ABID
BC141005
FEHMIDA SHABBIR
BC133012
FURQAN MUNIR LODHI
BC141004
TEDDY BEAR -- SMOOTHING
Relationships most important, goals of little
importance
Want to be accepted and liked by other people
Believe conflict should be avoided in favor of
harmony
Fearful that conflict will hurt someone
23. .
.
MUHAMMAD ABID
BC141005
FEHMIDA SHABBIR
BC133012
FURQAN MUNIR LODHI
BC141004
FOX -- COMPROMISING
Moderately concerned with relationships and
goals
Willing to sacrifice part of their goals and
relationships in order to find agreement for the
common good
25. .
.
MUHAMMAD ABID
BC141005
FEHMIDA SHABBIR
BC133012
FURQAN MUNIR LODHI
BC141004
OWL -- CONFRONTING
Value their own goals and relationships
View conflicts as problems to be solved
See conflicts as improving relationships by
reducing tension
Seek solutions that satisfy both parties
Not satisfied until solution is found and tension is
reduced
26. .
.
MUHAMMAD ABID
BC141005
FEHMIDA SHABBIR
BC133012
FURQAN MUNIR LODHI
BC141004
USES OF THE “TURTLE”
When issue is trivial
When potential damage of confrontation
outweighs the benefits
To let people cool down & reduce tension
When gathering information
When others can resolve the conflict more
effectively
27. .
.
MUHAMMAD ABID
BC141005
FEHMIDA SHABBIR
BC133012
FURQAN MUNIR LODHI
BC141004
USES OF THE “SHARK”
When quick, decisive action is vital
On important issues where unpopular actions
need to be implemented
To protect yourself against people who take
advantage of noncompetitive behavior
28. .
.
MUHAMMAD ABID
BC141005
FEHMIDA SHABBIR
BC133012
FURQAN MUNIR LODHI
BC141004
USES OF THE “TEDDY BEAR”
When you realize you are wrong
To learn from others
When issue is more important to the other person
than to yourself
As a goodwill gesture to maintain cooperative
relationship
To allow others to experiment
29. .
.
MUHAMMAD ABID
BC141005
FEHMIDA SHABBIR
BC133012
FURQAN MUNIR LODHI
BC141004
USES OF THE “FOX”
When goals are important, but not worth the effort
or disruption
When opponents with equal power are strongly
committed
To achieve temporary settlements to complex
issues
30. .
.
MUHAMMAD ABID
BC141005
FEHMIDA SHABBIR
BC133012
FURQAN MUNIR LODHI
BC141004
USES OF THE “OWL”
To find an integrative solution when both sides are
too important to compromise
When your objective is to learn
To work through hard feelings which have been
interfering with a relationship
31. .
.
MUHAMMAD ABID
BC141005
FEHMIDA SHABBIR
BC133012
FURQAN MUNIR LODHI
BC141004
CONCLUSION
Interaction
among workers
Complexity of
organizational
relationship
Conflict is a
healthy sign not a
negative process
Dependence of
workers on one
another
It reflects
dynamics
32. .
.
MUHAMMAD ABID
BC141005
FEHMIDA SHABBIR
BC133012
FURQAN MUNIR LODHI
BC141004
CONCLUSION
POORLY MANAGED
CONFLICTS
WELL MANAGED CONFLICTS
Problems and negative
attitude
Unfavorable with counter
productive results
Identify legitimate differences
Stimulate competition
Powerful source of motivation
