Conflict management

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Conflict management

  1. 1. Conflict Management Najibullah Safi, MD, MSc. HPM NPO/PHC, WHO - Afghanistan 11/24/13
  2. 2. Learning objectives • By the end of the section learners will be able to: – – – – – – 11/24/13 How the view explains our differences Differences in personality types Define conflict Discuss the positive and negative aspects of conflict Explain causes of conflict Explain different types and styles of conflict management
  3. 3. Introduction No matter who are you, or where you live, if you are in contact with other people you are likely to face some form of conflict, be it a minor irritation or an earth- shattering row 11/24/13
  4. 4. How the view explains our differences 11/24/13
  5. 5. How the view explains our differences cont. 11/24/13
  6. 6. How the view explains our differences cont. • If you want a true view of anything, you must look at it from every angle • If you stick to your own point of view, you will sit on the point and lose the view 11/24/13
  7. 7. How the view explains our differences cont. Explore different perspectives for richer solution Expand your view to grow in wisdom 11/24/13
  8. 8. Differences in personality types • Go getter – – – – – 11/24/13 Straight forward Result focused Meet the deadlines Talk to the points Do not listen to people problems
  9. 9. Differences in personality types cont. • Carer – – – – – – – 11/24/13 Warm friendly Sensitive, modest Good listener Dislike conflict Seldom critical Reluctant to be too direct Two way communication
  10. 10. Differences in personality types cont. • Analytical – – – – – 11/24/13 Perfectionist Paying attention to details Fair, principled Does not take risk Reluctant to delegate
  11. 11. Differences in personality types cont. • Socializer – – – – – – 11/24/13 Relaxed, easy going Accept delays Changes to schedule Often ignore protocols Likes variety and wants things to be different Open minded
  12. 12. Differences in personality types cont. • Each style has strengths and these can be experienced as weakness by other styles It is Ok to be different, it is not Ok to dysfunction 11/24/13
  13. 13. Is conflict inevitable? • Conflict is not inevitable simply because we are different 11/24/13
  14. 14. Conflict starters • Blame, accuse, interrupt, patronize, contradict, exaggerate, personal insult, hostile language, bring up the past, make assumptions, use labels or put downs • Don’t accept what the other person says • Use: – You never… you always… you should … 11/24/13
  15. 15. Circumstances can escalate conflict • • • • • • 11/24/13 Tiredness Stress Insecurity Illness Mood Alcohol
  16. 16. Road to breakdown • Discussion – Respect for each other’s view point – Acceptance of the other’s values – Broadening of perspectives • Debate – Openness to your ideas – Respect for your viewpoint 11/24/13
  17. 17. Road to breakdown cont. • Argument – Disregards for other’s viewpoint – Arguing from own perspective only – Polarization • Conflict – – – – 11/24/13 Demand that you behave, as I want Highly personalized argument Lots of should Blame, accusation, put-downs
  18. 18. Road to breakdown cont. • Breakdown – Silence – Cold war – Separate lives 11/24/13
  19. 19. What are the choices? • The greater the difference, the more difficult to maintain harmony in relationship – Discuss and debate our differences, respecting each other’s opinion – We can argue about these differences, we are convinced that we are right – Move to conflict, imposing our way of doing things 11/24/13
  20. 20. Are you building a bridge or a barrier? • Bridge mind set: – – – – – – 11/24/13 You are ok Let’s work together I want us both to win I want power with you Your needs are more important We have a mutual problem to be solved
  21. 21. Are you building a bridge or a barrier? Cont. • Some bridging words: – us, we, our, can, let’s talk, appreciate, alternatives, what do you need, what do you think, help me understand … 11/24/13
  22. 22. Are you building a bridge or a barrier? Cont. • Barrier mind set: – – – – – – 11/24/13 I am right You should change You are the problem I want power over you I want to prove you are wrong I am indifferent to your needs, my needs are more important that yours
  23. 23. Are you building a bridge or a barrier? Cont. • Barrier mind set words : – Me, you should, waste of time, your problems is, that won’t work, out of question, that is my final word, this is non negotiable … 11/24/13
  24. 24. 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 11/24/13 24
  25. 25. What is conflict management? Conflict management is the practice of identifying and handling conflict in a sensible, fair and efficient manner 11/24/13 25
  26. 26. Antecedent conditions • • • • • • 11/24/13 Scarce resources Conflicting attitude Ambiguous jurisdiction Communication barriers Need for consensus Unresolved prior conflicts 26
  27. 27. Types of conflict • Inter-personal and intra-personal • Inter-group and intra-group • Competitive and disruptive 11/24/13 27
  28. 28. Conflict process Antecedent conditions Perceived conflict Felt conflict Manifest behavior Conflict resolution or suppression Aftermath 11/24/13 28
  29. 29. How to create conflict? • • • • • • • Take credit, no recognition Be judgmental Send written messages Subordinate should come to see me Make yourself inaccessible to your team Come tomorrow Introduce change without consultation or discussion 11/24/13 29
  30. 30. General causes of conflicts • • • • • Poorly defined goals Divergent personal values Lack of cooperation/trust Competition for scarce resources Unclear roles/lack of job description 11/24/13 30
  31. 31. Effects of conflict in organizations • • • • • Stress Absenteeism Staff turnover De-motivation Non-productivity 11/24/13 31
  32. 32. Results of conflict I win You win You lose 11/24/13 I lose Win-Win Lose-Win Win-Lose Lose-Lose
  33. 33. Understand and mange your feelings • Recognize the anger • Venting – Try speaking about your anger rather than speaking from your anger • Suppressing – Unexpressed conflict is still conflict • Releasing – Talking with friends, sports, meditation, relaxation … 11/24/13
  34. 34. Understand and mange your feelings cont. • • • • • • 11/24/13 Lower the volume of your voice Slow the rate of speaking Breath from the stomach Soften the face muscle Delay before responding Listening is a key
  35. 35. 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) 11/24/13 35
  36. 36. Steps to resolve conflicts • • • • • • • • • • • 11/24/13 Assure privacy Listen actively Maintain equity Focus on issue, not on personality Avoid blame Identify key theme Re-state key theme frequently Encourage feedback Identify alternate solutions Give your positive feedback Agree on an action plan
  37. 37. Key skills for collaboration • Listening acceptingly • Understand first, respond second – Understanding changes the expectation – Understanding leads to fewer demands – Understanding is the foundation for agreement • Talk constructively • Problem solve • Fight the problem NOT the person 11/24/13
  38. 38. Is conflict constructive? • A conflict is constructive only if as a result: – The relationship is stronger – You understand each other more – There is greater willingness to meet each other’s needs – There is greater trust – You have resolved the sources of future conflict – There are richer perspectives 11/24/13
  39. 39. How to prevent conflicts • • • • • • • • 11/24/13 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 39
  40. 40. Conclusion Conflict is unavoidable • Complexity of organizational relationship • Interaction among workers • Dependence of workers on one another 11/24/13 40
  41. 41. Conclusion (Cont’d) • Conflict is a healthy sign not a negative process • It reflects dynamics 11/24/13 41
  42. 42. Conclusion (Cont’d) • Poorly managed conflicts • Unfavorable with counter productive results • Problems and negative attitude • Well managed conflicts • Stimulate competition • Identify legitimate differences • Powerful source of motivation 11/24/13 42
  43. 43. 11/24/13 43

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