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Content: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],02/08/12
1. Definition of Conflict.. ,[object Object],02/08/12
2. Introduction: 02/08/12
02/08/12
02/08/12
REALITY OF CONFLICT & EFFECTIVE COMMUNICATION  ,[object Object],[object Object],[object Object],[object Object]
3. Causes of conflict ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object]
[object Object]
4. Types of Conflict   Model for diagnosis and management of conflict     Type of Conflict Sources of Conflict Management Strategy 1. Intra individual Conflicting goals, needs, motives Role Definition 2. Interpersonal Disagreements antagonism IPC Skills,TA, Johari-Window, Creative P S, Assertive Behaviour 3. Inter-group Power, Authority Status Participative Mgt. Team Bldg.Training 4. Organizational  Hierarchical Conflict Functional conflict Institutional Goal setting 5. Client Hospital Quality of patient care and communication  Community Goal Setting, Public Relations
Types of Conflict ,[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],5. CONFLICT: CONSTRUCTIVE VS DESTRUCTIVE
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Desirability of Conflict ,[object Object],[object Object],[object Object],CONFLICT: DESIRABILITY VS UNDESIRABILITY
Undesirability of Conflict ,[object Object],[object Object],[object Object]
CONFLICTS ARE  DYS FUNCTIONAL ,[object Object],[object Object],[object Object],[object Object],CONFLICTS: FUNCTIONAL VS DYSFUNCTIONAL
CONFLICT ARE FUNCTIONAL ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
6. Models predicting work place behavior / personality: 02/08/12
Models predicting work place behavior / Motivation: 02/08/12
02/08/12
Game Theory ,[object Object],[object Object],[object Object],[object Object]
7. Conflict Management ,[object Object],[object Object],[object Object]
Toward Conflict Management ,[object Object],Source: Reproduced from Robert R. Blake and Jane Syngley Mouton. “The Fifth Achievement.”  Journal of Applied Behavioral Science  6(4), 1970..
Toward Conflict Management ,[object Object],[object Object],[object Object]
Toward Conflict Management ,[object Object],[object Object],[object Object]
02/08/12
02/08/12
INTERPERSONAL COMMUNICATION SKILLS ,[object Object]
POSITIVE IPC  APPROACHES TO CONFLICT RESOLUTION  ,[object Object],[object Object]
BARRIERS TO COMMUNICATION ,[object Object],[object Object]
IPC SKILLS ,[object Object],[object Object],[object Object],[object Object]
BEHAVIOR AND ATTITUDE DETERMINE EACH SKILL ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
IPC HELPS IN PREVENTING CONFLICT  ,[object Object],[object Object],[object Object]
SELF-AWARENESS ,[object Object],[object Object]
Information known to every one Share Feedback Knowledge belongs only to Others Knowledge belongs only to Self Knowledge acquired by learning together What we know and what they know What we know and they do not know What they know and   we do not know What we do not know and they do not know
MOVING TOWARDS OPEN SELF
Transactional Analysis  ,[object Object],[object Object],[object Object],[object Object],Chapter 8 Transactional Analysis, Assertiveness, and Conflict Resolution
Transactional Analysis (I) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Types of Transactions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Life Positions I’m OK — I’m OK — You’re not OK You’re OK I’m not OK — I’m not OK — You’re not OK You’re OK Attitude toward Oneself Attitude toward Others Positive Negative Positive Negative
Stroking ,[object Object],[object Object],[object Object],[object Object],Chapter 8 Transactional Analysis, Assertiveness, and Conflict Resolution
Assertiveness ,[object Object],[object Object],[object Object],Chapter 8 Transactional Analysis, Assertiveness, and Conflict Resolution
Assertiveness  Speakers Behaviors   ,[object Object],[object Object],[object Object],[object Object],Chapter 8 Transactional Analysis, Assertiveness, and Conflict Resolution
Assertiveness ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Chapter 8 Transactional Analysis, Assertiveness, and Conflict Resolution
Conflict Management Styles ,[object Object],[object Object],[object Object],[object Object],[object Object]
Competition ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Accommodation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Compromise ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Collaboration ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Conflict Continuum ,[object Object],[object Object],[object Object],[object Object],[object Object]
Conflict Management Styles Assertive behavior Aggressive behavior Accommodating style Collaborating style Compromising style Avoiding style Forcing style Passive behavior High concern for others’ needs Low concern for others’ needs High concern for own needs I’m not OK — You’re OK I’m OK — You’re OK I’m not OK — You’re not OK I’m OK — You’re not OK
Avoidance Accommodative Dominance Compromise Collaborative Conflict aftermath High residue ,[object Object],Conflict orientation and the conflict aftermath
Reducing Conflict ,[object Object],[object Object],[object Object],[object Object]
Reducing Conflict (cont.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Reducing Conflict (Cont.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Reducing Conflict (Cont.) ,[object Object],[object Object],[object Object],[object Object]
Reducing Conflict (Cont.) ,[object Object],[object Object],[object Object],[object Object]
8. Effects of conflict on Business: 02/08/12
02/08/12
9.Survey results…. ,[object Object]
What This Means ,[object Object],10. Some Tips for Managing Workplace Conflict:
Some Tips for Managing Workplace Conflict ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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THANK YOU 02/08/12

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Conflict Management

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  • 11. 4. Types of Conflict Model for diagnosis and management of conflict     Type of Conflict Sources of Conflict Management Strategy 1. Intra individual Conflicting goals, needs, motives Role Definition 2. Interpersonal Disagreements antagonism IPC Skills,TA, Johari-Window, Creative P S, Assertive Behaviour 3. Inter-group Power, Authority Status Participative Mgt. Team Bldg.Training 4. Organizational Hierarchical Conflict Functional conflict Institutional Goal setting 5. Client Hospital Quality of patient care and communication Community Goal Setting, Public Relations
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  • 19. 6. Models predicting work place behavior / personality: 02/08/12
  • 20. Models predicting work place behavior / Motivation: 02/08/12
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  • 34.
  • 35.
  • 36. Information known to every one Share Feedback Knowledge belongs only to Others Knowledge belongs only to Self Knowledge acquired by learning together What we know and what they know What we know and they do not know What they know and we do not know What we do not know and they do not know
  • 38.
  • 39.
  • 40.
  • 41. Life Positions I’m OK — I’m OK — You’re not OK You’re OK I’m not OK — I’m not OK — You’re not OK You’re OK Attitude toward Oneself Attitude toward Others Positive Negative Positive Negative
  • 42.
  • 43.
  • 44.
  • 45.
  • 46.
  • 47.
  • 48.
  • 49.
  • 50.
  • 51.
  • 52. Conflict Management Styles Assertive behavior Aggressive behavior Accommodating style Collaborating style Compromising style Avoiding style Forcing style Passive behavior High concern for others’ needs Low concern for others’ needs High concern for own needs I’m not OK — You’re OK I’m OK — You’re OK I’m not OK — You’re not OK I’m OK — You’re not OK
  • 53.
  • 54.
  • 55.
  • 56.
  • 57.
  • 58.
  • 59. 8. Effects of conflict on Business: 02/08/12
  • 61.
  • 62.
  • 63.
  • 64.

Editor's Notes

  1. Ask students to volunteer examples here .
  2. Ask students to volunteer examples here .
  3. Ask students to volunteer examples here .
  4. Ask students to volunteer examples here .
  5. First, let’s think about conflict as it unfolds for you. Think about one example (personal or professional) of when you used a particular style and tell us how that position worked for you. Here are pluses and minuses for each style:
  6. As your examples show, the way you handle conflict now varies according to whether you are dealing with someone with whom you have a long or short term relationships, what you are trying to accomplish, and whether you feel the core of the conflict is worthy of your time and attention. I would argue that while most of us know and can use multiple styles, most also tend to use only one. Consistent with the “Both/and” approach to globalization that we are studying in this course, it probably makes sense for you to learn and practice a variety of different conflict management styles. I hope this review might help you to do that.
  7. Adapted from Dispute Resolution Center of Snohomish and Island Counties (2004). 1801 Lomard Ave, Everett, WA 98206; 425-339-1335 .