Conflict management in teams


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Group dynamics project on Conflict Management

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Conflict management in teams

  1. 1. Conflict and Conflict Management in Teams
  2. 2. What is Conflict? A few definitions of conflicts are: 1. A state of open, often prolonged fighting; a battle or war. 2. A state of disharmony between incompatible or antithetical persons, ideas, or interests; a clash. 3. A state of opposition between ideas, interests, etc.; disagreement or controversy 4. A state of opposition between two simultaneous but incompatible wishes or drives, sometimes leading to a state of emotional tension
  3. 3. Context of Conflicts at work As organizations continue to restructure work teams, conflicts will arise from differences, and when individuals come together in teams, their differences in terms of power, values, and attitudes contribute to the creation of conflict. Some disputes managers and employees alike may be subjected to in the workplace include: Unfair or unequal treatment Emotional Abuse Discrimination Sexual harassment Angry/ Resistant individuals Inability to saying no Feuding groups Environments in transitions (i.e. changes) Inability to ask for what one needs Culturally diverse environment Unclear or undefined organizational directives Physical attributes of the workplace (e.g. health and safety issues)
  4. 4. An overlook of organizational conflicts
  5. 5. An overlook of organizational conflicts Interpersonal Conflict: Conflict between individuals due to differences in their goals or values.  Can be between colleagues, senior and junior team members, employee and client Common types of interpersonal conflicts Emotional Conflict Conflict due to different needs Conflict due to different values and attitudes Select Examples A Senior and Junior may have conflicts around how a poor done was done by the team member Intragroup Conflict: Conflict within a group or team. Select Examples  Conflicts may arise due differences of opinions around allocation of work, different views in solving a problem, sharing of recognition as well as risks.
  6. 6. An overlook of organizational conflicts Intergroup Conflict:    Conflict between two or more teams, groups or departments. Managers play a key role in resolution of this conflict Intergroup conflicts often lead to a minimization of intragroup conflicts as people come together to oppose another group Select Examples   Business Origination team and Execution team regarding requirements Between HR team and the Business Development Teams on recruitment policies,salaries etc Interorganizational Conflict:  Conflict that arises across organizations. Select Examples   Different businesses are competing against one another for a same piece of business Between an organisation and the client in terms of the nature of work product delivery against the specification
  7. 7. Impact of conflict When Conflict is constructive? Results in clarification of important problems and issues  Results in solutions to problems  Involves people in resolving issues important to them  Causes authentic communication  Helps release emotion, anxiety, and stress  Builds cooperation among people through learning more about each other  Helps individuals develop understanding and skills When is conflict destructive?       Takes attention away from other important activities Undermines morale or self-concept Polarizes people and groups, reducing cooperation Increases or sharpens difference Leads to irresponsible and harmful behavior, such as fighting, name-calling
  8. 8. Conflict Prevention As well as being able to handle conflict when it arises, One should first focus on ways of preventing conflict from becoming damaging. A constructive approach would be to:       Being open – if we have issues, we need to express and deal with them immediately and not allow it to accumulate and dwell upon. Maintain clear communication – articulate thoughts clearly, question and clarify views. Encouraging different points of view and evaluating each fairly without any personal bias Not looking for blame – encourage ownership of the problem and solution. Demonstrating respect for team members rather than resorting to blame game. Keeping team issues within the team, talking outside results in conflict escalation.
  9. 9. Conflict in the video  A video capture from the sitcom “The Office”
  10. 10. Conflict Resolutions in the Video  Video link
  11. 11. Conflict Resolution
  12. 12. What is conflict management? • The results of conflicts are not predetermined. • Conflicts might escalate and lead to nonproductive results, or they can be beneficially resolved to lead to high quality productive results. • Learning to manage conflict is integral to a high-performance team. • Conflict management is the principle that all conflicts cannot necessarily be resolved, but learning how to manage conflicts can decrease the odds of nonproductive escalation. • It involves acquiring skills related to conflict resolution, self-awareness about conflict modes, conflict communication skills and establishing a structure for management of conflicts.
  13. 13. Dealing with Conflict Accommodating The accommodating strategy essentially entails giving the opposing side what it wants. Avoiding The avoidance strategy seeks to put off conflict indefinitely. Collaborating Collaboration works by integrating ideas set out by multiple people. The object is to find a creative solution acceptable to everyone. Compromising The compromising strategy typically calls for both sides of a conflict to give up elements of their position in order to establish an acceptable, if not agreeable, solution. Competing Competition operates as a zero-sum game, in which one side wins and other loses.
  14. 14. Healthy and Unhealthy ways of managing and resolving conflict Inability to compromise or see other Ability to seek compromise and persons side. avoid punishing Explosive, angry, hurtful, resentful reactions Calm, non-defensive and respectful reactions Withdrawal of love resulting in rejection, isolation and abandonment Readiness to forgive and forget and to move past the conflict without holding resentments or anger Fear and avoidance of conflict; the expectation of bad outcomes Belief that facing conflict head on is the best thing for both sides
  15. 15. Conflict Management Skills        Good and a patient listener The pitch and the tone have to be taken great care of Adopt a positive attitude Never criticize anyone or make him feel small Prefer the conference room, board room or any suitable place for presentations, seminars and discussions The superiors must ensure that the team members are assigned responsibilities according to their KRAs and specializations Avoid gossips and rumors Conflicts must be avoided at workplace so that employees do not carry tensions back home and are able to give their best to benefit themselves as well as the organization.
  16. 16. Importance of Conflict Management      Facilitates employees to concentrate on their work. Strengthens bonds amongst employees Helps finding a middle way – an alternative to any problem and successful implementation of any idea. Motivates employees to strive hard to live up to the expectations and contribute to the organization in the best possible way. Prevention is better than cure.
  17. 17. Conclusion "The better able team members are to engage, speak, listen, hear, interpret, and respond constructively, the more likely their teams are to leverage conflict rather than be leveled by it”
  18. 18. Presented by: Neha Kumar (A029) Nitya Murthy (A031) Rashi Kapur (A039) Sonal Rajadhyax (A050) Yuvraj Tandon (A059)