3. Agenda
Introduction to Conflict
Definition of Conflict
Nature of Conflict
Conflict resolution
4. Introduction
The concept of conflict , being an outcome of
behaviors, is an integral part of human life.
Where ever there is interaction, there is
conflict.
Conflict can be considered as an expression of
hostility(unfriendliness or opposition), negative
attitudes, antagonism, aggression, rivalry and
misunderstanding.
5. Defination
It is a process that begins when one party
perceives that another party has negatively
affected, or is about to negatively affect
something that the first party cares about.
Conflict is a psychological state of mind when
people are in a dilemma whether to do or not to
do a thing, is a state of conflict.
6.
7. Nature of Conflict
Conflict between two individuals implies that
they have conflicting perception, values and
goals.
Conflict is a dynamic process
8. Common causes of conflict
Scarcity of resources (finance, equipment,
facilities, etc)
Different attitudes, values or perceptions
Disagreements about needs, goals, priorities
and interests
Poor communication
Poor or inadequate organizational structure
Lack of teamwork
Lack of clarity in roles and responsibilities
11. Level of conflict Types of conflict
Organization
Group
Individual
Within & between
organization
Within & between group
Within & between individual
12. Group Conflict
Intragroup conflict:
• conflict among members of a group
• early stages of group development
• ways of doing tasks or reaching
group’s goals
Intergroup conflict:
• between two or more groups
13. Individual Conflict
Interpersonal conflict:
• between two or more people a differences in views
about what should be done
• differences in orientation to work and time in
different parts of an organization
Intrapersonal conflict:
• A conflict that occurs solely person's own mind.
19. Conflict Continuum
I win, you lose (competition—A)
I lose or give in (accommodate—B)
We both get something (compromise—C)
We both “win”(collaborate—D)
20. Competetion
A competing style is one in which the concerns
and the position of the opposition are
completely ignored. Winning the argument is
the only metric, and any concession to the
other side is seen as a sign of weakness
It is assertive
21. Collaborating style
Motto: "Let's find a solution that works for
all of us.
Sometimes called a 'win/win' strategy, the
collaborating style strives to make sure that
both sides are satisfied. It requires an open
discussion of all the issues and concerns,
exploration of alternative solutions, and
honesty and commitment from all the parties
22. Compromising style
You win some, you lose some
You are willing to trade some of your needs in
order to win concessions from the other
side. This style can be effective when both
parties are equally powerful and willing to
cooperate, and they want to preserve the
relationship for the future.
25. Avoiding style
"I'll think about that tomorrow."
The goal of the avoiding style is to avoid
making a decision at whatever cost. Neither
your concerns nor the concerns of the other
party need be satisfied. Obviously, this style is
only appropriate when the issues are of low
importance, or it is clear to both parties that
the consequences of delay in making a
decision will be minimal
26.
27. Accommodating style
"Whatever."
The accommodating style is one of sacrifice,
selflessness and low assertiveness. You are
willing to give up just about everything in order
to preserve the relationship with the other
party
28.
29. Conflict Resolution in Groups
Resolving Intra-Group Conflict : Conflict with in
a family can be resolved if the members
recognize and respect roles of family
members. All the members need to realise
that devided they stand, united they fall.
Probably a family friend may intervene to
resolve the dispute if the members fail to
resolve the conflict themselves
30. • Be a model of calm and control
• Don't assume people are being difficult
intentionally
• Find a quiet place in to resolve conflicts....privately
@Set some ground rules for the discussion:
• No raising of voices
• This is not a debate
• Confront the issues, not the people
35. Reference
Special thanks to
https://www.dougsguides.com/collaborating
http://Slide share.net/N.N.V. Krishna Kanth
http://smallbusiness.chron.com/5-conflict-
management-strategies-16131.htmlHimalaya.
Editor's Notes
Compromising
- Win some / lose some
- You assert you position but are willing to negotiate with the other party
- You trade off non-essential elements of position
- Neither party gets what they state they want
Withdrawing
-
-
-
-
Lose / lose
Minimises or denies that the conflict exists
Limits communication or avoids contact
Allows the issues to fester unresolved
Accommodating
- Lose / Win
- Gives in to perceived superior power or force
- Accepts defeat easily and doesnt defend position
- Gives in to keep the peace and reduce conflict