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How to resolve Workplace conflict


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My book in amazon kindle. please download now and read/review=Different strokes=employee reward recognition Plans
Kindle edition only0.99 for this week

Here I talk of handling conflicts .HR people must read this
there is no organization where there is no conflict. employees invariably face conflict with boss, peers, values and even with leadership.this is a wholesome training ppt.

Published in: Business

How to resolve Workplace conflict

  1. 1. WORKPLACE CONFLICT MANAGEMENT Dr.E.J.Sarma 4-October -2015 1 1
  2. 2. AGENDA • Conflict of Personal level /groups/communities/nations • Conflict with Boss/Harassment • Conflict Processes • Clash of values/principles • Resolution strategies • Few of the greatest corporate conflicts • Role of mentor/religion • Sum up 2 Date00.00.00 2 Dr.Sarma-Conflictmanagement
  3. 3. AGENDA • Introduction • Understanding the concept • Types of workplace conflict-Personal/Interpersonal/Team • Levels and Types of Conflict in Organizations • The Sources of Conflict in Organizations 333 Date00.00.00 3 Dr.Sarma-Conflictmanagement
  4. 4. KEY LEARNING POINTS/GOALS FOR TODAY 4 Understand the Terminology , conflict types , styles The strategy for resolution
  5. 5. CONFLICT-? 5 Date00.00.00 5 Dr.Sarma-Conflictmanagement Let us find as many alternate words for Conflict Please write
  6. 6. UNDERSTAND THE CONCEPT 6 Date00.00.00 6 Dr.Sarma-Conflictmanagement Dispute, Quarrel , Squabble , Opposite stand Disagreement, Opposition, Discord, collision, War , Deviation , Clash, Encounter Contradiction, Irreconcilable, Deviation, Rivalry, Fracas, fight, Quarrel
  7. 7. your score 1-10 11-14 15-19 >20 7
  8. 8. ENTRY BEHAVIOR 1-Write 3 of your belief about conflicts 2-Think of one incident in your personal life where you were involved in conflict situation What role you played And how did you feel about the outcome 8 Date00.00.00 8 Dr.Sarma-Conflictmanagement
  9. 9. CHECK THE MENTAL MODEL Conflict is battle of nerves and outcome is dependent on personalities Someone has to lose and win- win is never possible as outcome There is no techniques that can be used to work through a conflict successfully so everybody wins 99 Dr.Sarma-Conflictmanagement
  10. 10. CHECKING BELIEF e.g • You must hire people from same culture to get common view • Committees can not resolve conflicts 10 Date00.00.00 10 Dr.Sarma-Conflictmanagement
  11. 11. MENTAL MODEL The famous adage, “two heads are better than one” is precisely about the advantages of conflict, for it assumes that two minds will have separate perspectives, experiences, and ideas. 11 Date00.00.00 11 Dr.Sarma-Conflictmanagement
  12. 12. MENTAL MODEL • Diversity and communication are hallmarks of a great team, and the occasional root cause of clashes in the office. • Conflict is a good thing; it’s our response that makes conflict either a creative or destructive process. 12 Date00.00.00 12 Dr.Sarma-Conflictmanagement
  13. 13. MENTAL MODEL ? ✕ Is Conflict every day occurrence? ✕ With family or friends, boss, coworkers or customers. ✕ Conflict will occur and Criticality is , how we understand, resolve and learn from it 13 Date00.00.00 13 Dr.Sarma-Conflictmanagement
  14. 14. Perception and mental model Our view of the world around us is all due to the way we perceive things and our behavior is based on our belief It is important to know why we behave the way we behave Let us have some fun 14
  15. 15. Male/Femalestyledifferences Hypothesis - gender difference would exist in conflict resolution style female managers with 1-10 years experience will exhibit more communicative behavior than male managers. 15
  16. 16. Male/Femalestyledifferences A gender difference would exist in conflict resolution style within the group of male managers with 1-10 years experience and exhibit more competitive behavior than female managers. 16
  17. 17. Gender differences Research data did reveal significant differences between females and males in compromising Results indicated males scored slightly higher in obliging and dominating than females. Females scored slightly lower in obliging and dominating than males. 17
  18. 18. Gender differences Results indicated females scored slightly higher in avoiding and integrating than males. Males scored slightly lower in avoiding and integrating than females. Females scored higher in compromising than males and work to develop common agreement. 18
  19. 19. Perception impact Perception is vitiated by all these and is complex process. hence most of our judgment can go wrong Be very conscious of this while judging and concluding 19
  20. 20. CONFLICT MANAGEMENT STYLES • There are only five generally acknowledged styles for dealing with conflict: • Compromising, Avoiding, • Integrating, Dominating Obliging. 20 Date00.00.00 20 Dr.Sarma-Conflictmanagement
  21. 21. Styles • Compromising stylists tend to be "middle of the road" in style • They want both parties to gain some, but both will also need to give a little as well. • Avoidance style suggests, simply leave the conflict altogether. • Integrators tend to be open to others' differences and try to come to an understanding that satisfies both parties. 21
  22. 22. Styles Dominating stylists tend to be aggressive and push for win always Obliging- tends to give up easily 22
  23. 23. CONFLICT AND MENTAL MODEL • Those who dominate are primarily concerned with their own desires and do not readily compromise, • while those who oblige are willing to give up what they want to make everyone happy. 23 Date00.00.00 23 Dr.Sarma-Conflictmanagement
  24. 24. CONFLICT AND Causes Does every conflict warrants a confrontation The need is attitude to attempt to sort it out. Conflicts arise not so much because of what the other person said or did, but because of our sensitive trigger 24 Date00.00.00 24 Dr.Sarma-Conflictmanagement
  25. 25. In dealing with conflict always keep three key elements in mind Interdependency of parties Perception of incompatible goals Context of Conflict Situations 25 Date00.00.00 25 Dr.Sarma-Conflictmanagement
  26. 26. ● Remember conflict will involve anyone or all of these ● Disagreements ● Debates ● Disputes ● Obstruction -Preventing someone from reaching valued goals 26 Date00.00.00 26 Dr.Sarma-Conflictmanagement
  27. 27. WHAT CONFLICT INVOLVES • Conflict is not always bad for organization(50 most famous corporate conflicts) • Do not need to reduce all conflict to agreements • Ebb and flow of during conflict resolution process • Healthy conflict Needed for growth and survival • Strategy may include increasing and decreasing intensity of conflict 27 Date00.00.00 27 Dr.Sarma-Conflictmanagement
  28. 28. FUNCTIONAL AND DYSFUNCTIONAL CONFLICT • Functional conflict: Involved parties work • toward the positive outcome /goals of an organization or group • Dysfunctional conflict: Parties block an organization or group from reaching the goals 28 Date00.00.00 28 Dr.Sarma-Conflictmanagement
  29. 29. FUNCTIONAL AND DYSFUNCTIONAL CONFLICT • Functional conflict ● Increases information quality and ideas ● Encourages innovative thinking ● Unshackles different points of view ● Reduces stagnation 29 Date00.00.00 29 Dr.Sarma-Conflictmanagement
  30. 30. FUNCTIONAL AND DYSFUNCTIONAL CONFLICT (CONT.) • Dysfunctional high conflict leads to ● Tension, anxiety, stress ● Drives out low conflict tolerant people ● Reduced trust ● Poor decisions because of withheld or distorted information ● Excessive management focus on the conflict 30 Date00.00.00 30 Dr.Sarma-Conflictmanagement
  31. 31. BEHIND CONFLICTS • Ideologies • Ego/hubris • Power/status • Greed • Attitude :Opposing just for the sake of • Perceived Threats 31 Date00.00.00 31 Dr.Sarma-Conflictmanagement
  32. 32. FUNCTIONAL AND DYSFUNCTIONAL CONFLICT (CONT.) • Dysfunctional low conflict-hidden/latent ● Fewer new ideas ● Poor decisions from lack of innovation and information ● Stagnation ● Business as usual 32 Date00.00.00 32 Dr.Sarma-Conflictmanagement
  33. 33. LEVELS AND TYPES OF CONFLICT 33 Date00.00.00 33 Dr.Sarma-Conflictmanagement Individual Group Organization Type of conflict Level of conflict Within and between organizations Intra/inter group Within and between individuals
  34. 34. LEVELS AND TYPES OF CONFLICT (CONT.) Intra organizational conflict Conflict that occurs within an organization at interfaces of organization functions ; Can occur along the vertical and horizontal dimensions Vertical conflict: between managers and subordinates Horizontal conflict: between departments and work groups 34 Date00.00.00 34 Dr.Sarma-Conflictmanagement
  35. 35. LEVELS AND TYPES OF CONFLICT (CONT.) • Intragroup conflict ● Conflict among members of a group-jealousy- rivalry ● Early stages of group development ● Ways of doing tasks or reaching group's goals • Intergroup conflict: between two or more groups-competition VS collaboration 35 Date00.00.00 35 Dr.Sarma-Conflictmanagement
  36. 36. LEVELS AND TYPES OF CONFLICT (CONT.) Interpersonal conflict Between two or more people Differences in views about what should be done Efforts to get more Differences in orientation to work and time in different parts of an organization 36 Date00.00.00 36 Dr.Sarma-Conflictmanagement
  37. 37. LEVELS AND TYPES OF CONFLICT (CONT.) Intrapersonal conflict Occurs within an individual Threat to a person’s values Feeling of unfair treatment Multiple and contradictory sources of socialization 37 Date00.00.00 37 Dr.Sarma-Conflictmanagement
  38. 38. LEVELS AND TYPES OF CONFLICT (CONT.) Inter organizational conflict ● Between two or more organizations ● Competition to 0utwit ● Examples: suppliers and distributors, especially with the close links now possible 38 Date00.00.00 38 Dr.Sarma-Conflictmanagement
  39. 39. TEAM CONFLICT REASONS Many reasons for conflict within a team or between teams. To Simplify the source of the conflict Examine whether the conflict is task- based or if it stems from a relational issue. 39 Date00.00.00 39 Dr.Sarma-Conflictmanagement
  40. 40. TEAM CONFLICT REASONS • This separation is often helpful because, task-based conflict is productive while Relationship-based conflict is destructive to the desired outcome. 40 Date00.00.00 40 Dr.Sarma-Conflictmanagement
  41. 41. CONFLICT STAGES 41 Date00.00.00 41 Dr.Sarma-Conflictmanagement Latent conflict Conflict aftermath Manifest conflict Simple conflict episode
  42. 42. CONFLICT LEVELS Latent conflict: antecedents of conflict past behavior that can start conflict Manifest conflict: observable conflict behavior Conflict aftermath End of a conflict episode Often the starting point of a related episode Becomes the latent conflict for another Conflict reduction: lower the conflict level 42 Date00.00.00 42 Dr.Sarma-Conflictmanagement
  43. 43. CONFLICT MANIFESTATIONS 43 Date00.00.00 43 Dr.Sarma-Conflictmanagement Latent conflict Conflict aftermath Manifest conflict Conflict reduction
  44. 44. CONFLICT MANIFESTATIONS The antecedents of conflict Example: scarce resources Latent conflict Manifest conflict Conflict aftermath
  45. 45. CONFLICT MANIFESTATIONS Observable conflict behavior Example: disagreement, discussion 45 Date00.00.00Dr.Sarma-Conflictmanagement 45 Latent conflict Manifest conflict Conflict aftermath
  46. 46. CONFLICT MANIFESTATIONS Manifest conflict 46 Date00.00.00Dr.Sarma-Conflictmanagement 46 Latent conflict Conflict aftermath Residue of a conflict episode Example: compromise in allocating scarce resources leaves both parties with less than they wanted
  47. 47. CONFLICT MANIFESTATIONS 47 Date00.00.00 47 Dr.Sarma-Conflictmanagement Latent conflict Manifest conflict Conflict aftermath Perceived conflict Felt conflict Conflict reduction
  48. 48. CONFLICT MANIFESTATIONS • Perceived conflict ● Become aware that one is in conflict with another party ● Attempt to block out some conflict ● Can perceive conflict when no latent conditions exist ● Example: misunderstanding another person’s position on an issue 48 Date00.00.00 48 Dr.Sarma-Conflictmanagement
  49. 49. CONFLICT EPISODES (CONT.) • Felt conflict ● Emotional part of conflict ● Personalizing the conflict ● Oral and physical hostility ● Hard to manage episodes with high felt conflict ● What people likely recall about conflict 49 Date00.00.00 49 Dr.Sarma-Conflictmanagement
  50. 50. RELATIONSHIPS AMONG CONFLICT PROCESS • Process links through the connection latent origin of conflict to aftermath . • Effective conflict management: break the connection • Discover the latency of conflicts and remove them 50 Date00.00.00 50 Dr.Sarma-Conflictmanagement
  51. 51. CONFLICT FRAMES AND ORIENTATIONS Conflict frames Perceptual sets that people bring to conflict episodes Perceptual filters • Remove some information from an episode • Emphasize other information in an episode 51 Date00.00.00 51 Dr.Sarma-Conflictmanagement
  52. 52. CONFLICT FRAMES AND ORIENTATIONS (CONT.) 52 Date00.00.00 52 Dr.Sarma-Conflictmanagement Relationship- Task Emotional-Intellectual Cooperate-Win Conflict frame
  53. 53. CONFLICT FRAMES AND ORIENTATIONS (CONT.) • Conflict frame dimensions Relationship-Task • Relationship: focuses on interpersonal relationships • Task: focuses on material aspects of a result Emotional-Intellectual • Emotional: focuses on feelings in the conflict episode (felt conflict) • Intellectual: focuses on observed behavior (manifest conflict) 53 Date00.00.00 53 Dr.Sarma-Conflictmanagement
  54. 54. CONFLICT FRAMES AND ORIENTATIONS (CONT.) • Conflict frame dimensions (cont.) Cooperate-Win • Cooperate: emphasizes the role of all parties to the conflict • Win: wants to maximize personal gain 54 Date00.00.00 54 Dr.Sarma-Conflictmanagement
  55. 55. Choose your animal • Which one animal below you identify most? 55
  56. 56. 1 56
  57. 57. 2 57
  58. 58. 3 58
  59. 59. 4 59
  60. 60. 5 60
  61. 61. CONFLICT FRAMES AND ORIENTATIONS (CONT.) Conflict orientations ● Dominance: wants to win; conflict is a battle ● Collaborative: wants to find a solution that satisfies everyone ● Compromise: splits the differences ● Avoidance: backs away ● Accommodative: focuses on desires of other party 61 Date00.00.00 61 Dr.Sarma-Conflictmanagement
  62. 62. CONFLICT FRAMES AND ORIENTATIONS (CONT.) • Strategy can change during conflict progress based on how firmly the person holds position ● Importance of the issues to the person ● Perception of opponent's power • Collaborative orientation: more positive long-term benefits than the others 62 Date00.00.00 62 Dr.Sarma-Conflictmanagement
  63. 63. CONFLICT FRAMES AND ORIENTATIONS (CONT.) 63 Date00.00.00 63 Dr.Sarma-Conflictmanagement Avoidance Accommodative Dominance CompromiseCollaborative Conflict aftermath High residueNo residue Conflict orientation and the conflict aftermath
  64. 64. CONFLICT AND ORIENTATIONS - Commonly observed • Combinations of conflict orientations in a group ● Dominance, avoidance ● Dominance, dominance ● Avoidance, avoidance ● Dominance, collaborative, compromise ● Collaborative, compromise, avoidance ● Collaborative, compromise, avoidance, dominance, accommodative 64 Date00.00.00 64 Dr.Sarma-Conflictmanagement
  65. 65. LATENT CONFLICT: THE SOURCES OF CONFLICT IN ORGANIZATIONS • There is antecedents • Many natural conditions of organizations act as latent conflicts • Lurk in the background; trigger conflict when right conditions occur • Does not always lead to manifest conflict • Give us clues about how to reduce dysfunctional high conflict 65 Date00.00.00 65 Dr.Sarma-Conflictmanagement
  66. 66. LATENT CONFLICT: THE SOURCES OF CONFLICT IN ORGANIZATIONS (CONT.) • Some representative latent conflict (cont.) ● Interdependence: forces interaction ● Communication barriers: shift work and jargon ● Ambiguous jurisdictions: areas of authority not clearly defined ● Reward systems: reward different behavior in different parts of the organization 66 Date00.00.00 66 Dr.Sarma-Conflictmanagement
  67. 67. CONFLICT OF INTEREST A term used to describe the situation in which a public official or fiduciary who, contrary to the obligation and absolute duty to act for the benefit of the public or a designated individual, exploits the relationship for personal benefit, typically pecuniary. 67 Date00.00.00 67 Dr.Sarma-Conflictmanagement
  68. 68. CONFLICT MANAGEMENT MODEL Maintain conflict at functional levels ● Not complete elimination ● Reducing to functional levels ● Increasing dysfunction ally low conflict ● Choose desired level of conflict based on perceived conflict requirements ● Varies in different parts of an organization ● Manager’s tolerance for conflict plays a role 68 Date00.00.00 68 Dr.Sarma-Conflictmanagement
  69. 69. ORGANIZATIONAL CONFLICT MANAGEMENT MODEL (CONT.) 69 Date00.00.00 69 Dr.Sarma-Conflictmanagement Perceived conflict requirements Desired conflict level Organizational culture Fast-changing environment Product or service
  70. 70. CONFLICT MANAGEMENT MODEL (CONT.) 70 Date00.00.00 70 Dr.Sarma-Conflictmanagement Norma l Increas e conflict Decrea se conflict Dysfunctional low conflict Dysfunction ally high conflict
  71. 71. CONFLICT MANAGEMENT MODEL (CONT.) • Symptoms of dysfunction ally high conflict ● Low trust or high mistrust ● Information distortion/withholding ● Tension/antagonism/confrontation ● Stress/anger ● Sabotage of other party’s interest 71 Date00.00.00 71 Dr.Sarma-Conflictmanagement
  72. 72. CONFLICT MANAGEMENT MODEL (CONT.) • Symptoms of dysfunction ally low conflict ● Deny differences ● Repress controversial information ● Prohibit disagreements ● Avoid interactions ● Walk away from conflict episode 72 Date00.00.00 72 Dr.Sarma-Conflictmanagement
  73. 73. REDUCING /RESOLVING CONFLICT ● Lose-lose methods: parties to the conflict do not get what they want ● Win-lose methods: one party a clear winner; other party clear loser Win-win methods: each party to the conflict gets what he or she wants Win-No deal- one party alone gets their goal otherwise break all negotiations 73 Date00.00.00 73 Dr.Sarma-Conflictmanagement
  74. 74. REDUCING CONFLICT (CONT.) • Lose-lose methods ● Avoidance • Withdraw, stay away • Does not permanently reduce conflict ● Compromise • Bargain, negotiate • Each loses something valued ● Smoothing: find similarities 74 Date00.00.00 74 Dr.Sarma-Conflictmanagement
  75. 75. REDUCING CONFLICT (CONT.) • Win-lose methods ● Dominance • Overwhelm other party • Overwhelms an avoidance orientation ● Authoritative command: decision by person in authority ● Majority rule: voting 75 Date00.00.00 75 Dr.Sarma-Conflictmanagement
  76. 76. REDUCING CONFLICT (CONT.) • Win-win methods ● Problem solving: find root causes ● Integration: meet interests and desires of all parties ● Superordinate goal: desired by all but not reachable alone 76 Date00.00.00 76 Dr.Sarma-Conflictmanagement
  77. 77. REDUCING CONFLICT (CONT.) • Summary ● Lose-lose methods: compromise ● Win-lose methods: dominance ● Win-win methods: problem solving 77 Date00.00.00 77 Dr.Sarma-Conflictmanagement
  78. 78. WIN/WIN LOSE/LOSE WIN/LOSE LOSE/WIN WIN-NO DEAL 78 Date00.00.00 78 Dr.Sarma-Conflictmanagement Negotiation outcome possibilities
  79. 79. NEXT TIME I SUGGEST YOU TRY “WIN- WIN” NEGOTIATING” 79 Date00.00.00 79 Dr.Sarma-Conflictmanagement
  80. 80. INCREASING CONFLICT • Increase conflict when it is dysfunctionally low ● Heterogeneous groups: members have different backgrounds ● Devil’s advocate: offers alternative views ● Organizational culture: values and norms that embrace conflict and debate 80 Date00.00.00 80 Dr.Sarma-Conflictmanagement
  81. 81. Some Negotiating steps are tough to take... Date00.00.00Dr.Sarma-Conflictmanagement 81 81
  82. 82. HANDLING EMOTIONS Emotional Challenges Anger/exasperation Insulted Guilt False flattery Recommended Response Allow venting. Probe for why What wouldn’t be insulting? Focus on issues Re-focus 82 Date00.00.00Dr.Sarma-Conflictmanagement 82
  83. 83. CONFLICT GENERATING CAUSES • Taking credit for other people’s work or stealing ideas • Talking over people in meetings • Not inviting team members to team /social events • Not rendering help by covering for people when they are off sick 83 Date00.00.00 83 Dr.Sarma-Conflictmanagement
  84. 84. CONFLICT REASONS • Excessive personal use of the Internet or official email • Poor attendance / time-keeping • Any form of bullying behavior or harassment • Any form of discriminatory behavior • Unacceptable language • Theft • Alcohol/ drug problems. 84 Date00.00.00 84 Dr.Sarma-Conflictmanagement
  85. 85. CONFLICT REASONS • Not taking messages for people • using someone else’s contacts or information without permission • not including people in important emails • ignoring or being discourteous • Poor personal hygiene 85 Date00.00.00 85 Dr.Sarma-Conflictmanagement
  86. 86. ASPECTS OF CONFLICT IN ORGANIZATIONS • Cultures that emphasize individualism and competition ● Positively value conflict ● English-speaking countries, the Netherlands, Italy, Belgium • Cultures that emphasize collaboration, cooperation, conformity ● Negatively value conflict ● Many Asian –Japanese and Latin American countries; Portugal, Greece, Turkey 86 Date00.00.00 86 Dr.Sarma-Conflictmanagement
  87. 87. ASPECTS OF CONFLICT IN ORGANIZATIONS (CONT.) Cultural differences imply different functional conflict levels 87 Date00.00.00 87 Dr.Sarma-Conflictmanagement
  88. 88. ASPECTS OF CONFLICT IN ORGANIZATIONS (CONT.) • Cross-cultural research has dealt with intergroup processes • Collaborative and cooperative cultures expect little conflict during intergroup interactions • Favor suppression of conflict with little discussion about people's feelings • Felt conflict likely part of some conflict episodes but hidden from public view 88 Date00.00.00 88 Dr.Sarma-Conflictmanagement
  89. 89. INTERNATIONAL ASPECTS OF CONFLICT IN ORGANIZATIONS (CONT.) • Managers from an individualistic country operating in a less individualistic country ● Acceptable to express feelings during a conflict episode ● Suppression of feelings could baffle them ● Increasing conflict can confuse local people ● Almost immediate dysfunctional results 89 Date00.00.00 89 Dr.Sarma-Conflictmanagement
  90. 90. ETHICAL ISSUES IN CONFLICT IN ORGANIZATIONS' Tolerance for conflict ● Manager with a high tolerance for conflict; keeps conflict levels too high for subordinates ● Should such managers reveal their intentions about desired conflict levels? ● Full disclosure: subordinates could leave the group if conflict levels became dysfunction ally stressful ● Ethical question applies equally to newly hired employees 90 Date00.00.00 90 Dr.Sarma-Conflictmanagement
  91. 91. ETHICAL ISSUES IN CONFLICT IN ORGANIZATIONS (CONT.) Deliberately increasing conflict is an effort to guide behavior in a desired direction ● Subtle methods of increasing conflict (forming heterogeneous groups) connote manipulation ● Full disclosure: manager states his intention to use conflict to generate ideas and innovation ● If people are free to join a group or not, the ethical issue likely subsides 91 Date00.00.00 91 Dr.Sarma-Conflictmanagement
  92. 92. ETHICAL ISSUES IN CONFLICT IN ORGANIZATIONS (CONT.) • Experiencing intrapersonal conflict ● Requests to act against one's moral values ● Observing behavior that one considers unethical • Reduce intrapersonal conflict ● Report unethical acts ● Transfer to another part of the organization ● Quit 92 Date00.00.00 92 Dr.Sarma-Conflictmanagement
  93. 93. ETHICAL ISSUES IN CONFLICT IN ORGANIZATIONS (CONT.) Different cultures place different values on conflict ● Optimal conflict levels vary among countries ● Lower levels conflict in collectivistic countries than individualistic countries ● Corruption and bribe is way of life in our country while other nations deal with it at very high level 93 Date00.00.00 93 Dr.Sarma-Conflictmanagement
  94. 94. CULTURE INFLUENCE AND CONFLICT HANDLING • Uchi-Soto ("Us and Them")-one will notice about the Japanese. They have been raised to think of themselves as part of a group, and their group is always dealing with other groups. 94 Date00.00.00 94 Dr.Sarma-Conflictmanagement
  95. 95. CULTURE INFLUENCE AND CONFLICT HANDLING • Dealing with Japanese on a one-to-one basis usually is very easy to non-Japanese, but dealing with Japanese as a group can be a different matter altogether. And no matter how nice you are, or how good your Japanese becomes, you will always be treated as an outsider. In fact the literal meaning of "gaijin" is outsider. 95 Date00.00.00 95 Dr.Sarma-Conflictmanagement
  96. 96. CULTURE INFLUENCE AND CONFLICT HANDLING • Japanese are extremely sensitive to what others might think of them . • Being ostracized is one of the worst things that can happen to a Japanese • Therefore, when making requests, it often takes more time since the person asked usually consults others in the group to reach a consensus 96 Date00.00.00 96 Dr.Sarma-Conflictmanagement
  97. 97. CULTURE INFLUENCE AND CONFLICT HANDLING • In short, however, while the westerner starts so many sentences with "I", the Japanese "I" usually means "with the approval of the group". 97 Date00.00.00 97 Dr.Sarma-Conflictmanagement
  98. 98. CULTURE INFLUENCE AND CONFLICT HANDLING • Uchi-soto has one other important trait -- • there are next to no strikes in Japan ever 98 Date00.00.00 98 Dr.Sarma-Conflictmanagement
  99. 99. CULTURE INFLUENCE AND CONFLICT HANDLING Because Japanese labor-management relations are better? Partly, yes. 99 Date00.00.00 99 Dr.Sarma-Conflictmanagement
  100. 100. CULTURE INFLUENCE AND CONFLICT HANDLING But in Japan there are almost no industrial unions like the CITU AIBEA Each large corporation has its own union, and they feel no bond with other company unions even if they are doing the same work. In one sense, the company union is almost a puppet, led by a management executive. 100 Date00.00.00 100 Dr.Sarma-Conflictmanagement
  101. 101. POWER OF CONFLICT LESS TEAMWORK HIGH PERFORMANCE TEAMS 101 Date00.00.00 101 Dr.Sarma-Conflictmanagement
  102. 102. HOW TO APPROACH CONFLICT Self role in handling conflict role of mediator 102 Date00.00.00 102 Dr.Sarma-Conflictmanagement
  103. 103. MIRROR MIRROR…ON THE WALL… • How do we approach the issue ? • Do we respect other people’s opinions? • What makes people angry? 103 Date00.00.00 103 Dr.Sarma-Conflictmanagement
  104. 104. MIRROR MIRROR…ON THE WALL… • What are the warning signs of anger? • What to do : walk away ? • Take a moment to think? • Agree with the other person and “give in”? 104 Date00.00.00 104 Dr.Sarma-Conflictmanagement
  105. 105. CLUES – AGITATION AND AGGRESSION Do you recognise when someone is becoming irritated or not is your first clue someone shouting at you or storming off? Some other clues for you: Voice changes pitch 105 Date00.00.00 105 Dr.Sarma-Conflictmanagement
  106. 106. CLUES – AGITATION AND AGGRESSION • flushes or goes pale • Breathing rate changes • Tense body posture • Eye contact changes – either more direct and challenging or avoiding eye contact completely 106 Date00.00.00 106 Dr.Sarma-Conflictmanagement
  107. 107. WHAT DO PEOPLE DO? Five basic ways of addressing conflict were identified by Thomas and Kilmann in 1976: • Avoidance • Collaboration • Compromise • Competition • Accommodation 107 Date00.00.00Dr.Sarma-Conflictmanagement 107
  108. 108. Strategies for conflict management 108 1 2 5 4 3 high high low Avoidance- tortoise Accommodation- chameleon Competition lion Collaboration- Dolphin Compromise- Zebra confrontation cooperation
  109. 109. AVOIDANCE What does it look like? Avoid or postpone conflict by; Ignoring it. ✕ Respecting that everyone has different opinions ✕ Asking to talk about it later, when it’s less busy (for example) When to use it? ✕ For minor – non-recurring conflicts 109 Date00.00.00Dr.Sarma-Conflictmanagement 109
  110. 110. COLLABORATION What does it look like? • Working together to find a mutually beneficial solution When to use it? • As part of problem solving • In meetings or 1:1 Potential outcomes • Win-win solutions to conflict or disagreement 110 Date00.00.00Dr.Sarma-Conflictmanagement 110
  111. 111. • How much time you have available and how well you know those you are speaking with • How to use your questioning skills to capture everyone’s requirements • How to gain agreement before continuing 111 Date00.00.00Dr.Sarma-Conflictmanagement 111
  112. 112. COMPROMISE What does it look like? • Finding a middle ground in which each party is partially satisfied When to use it? • As part of problem solving • When the time to collaborate effectively is not available • When the situation is less complex 112 Date00.00.00Dr.Sarma-Conflictmanagement 112
  113. 113. Potential outcomes • The key requirements or expectations of those involved may be resolved Consider • Will those involved be satisfied with a partial solution • How to use your questioning skills to capture requirements • How to gain agreement before continuing 113 Date00.00.00Dr.Sarma-Conflictmanagement 113
  114. 114. ACCOMMODATION What does it look like? • Surrender your own needs and wishes to accommodate the other party When to use it? • If this will achieve the best outcome 114 Date00.00.00Dr.Sarma-Conflictmanagement 114
  115. 115. ACCOMMODATION Potential outcomes • A short term solution that you can live with • If you are the one accommodating, then over time, you might resent working in this way 115 Date00.00.00Dr.Sarma-Conflictmanagement 115
  116. 116. Consider • Why would your viewpoint be any less correct or relevant than anyone else’s? • What the circumstance is • Do you need to build a working relationship? • Are you choosing to do this because of hierarchy? • What you could ask those involved in order to understand the situation better? 116 Date00.00.00Dr.Sarma-Conflictmanagement 116
  117. 117. TOOL BOX TOOLS AND TECHNIQUES Empathy • Walk a mile in the other person’s shoes (figuratively speaking) Active listening • Use good eye contact, body posture, nodding and acknowledgement when someone is talking to you • Summarize and paraphrase what you hear and repeat it back without changing language styles to make sure you are on the same page and understand what has been said 117 Date00.00.00Dr.Sarma-Conflictmanagement 117
  118. 118. TECHNIQUES Take your time ● Give the other person time to respond and pace to do so ● No matter how thin you slice it – there are always 2 sides ● Remember respect cuts both ways 118 Date00.00.00Dr.Sarma-Conflictmanagement 118
  119. 119. Open Questions ● What, Where, How, ● Who (be careful of Why questions can start to feel like an interrogation 119 Date00.00.00Dr.Sarma-Conflictmanagement 119
  120. 120. DO…. EMPATHISE WITH THEM • The focus of your listening is to understand the other party – for you to “get it” • Work to let them know what it is you “got” • Use communication skills such as – paraphrasing and summarising 120 Date00.00.00Dr.Sarma-Conflictmanagement 120
  121. 121. TECHNIQUES Use the same sorts of words they ✕are using (not the expletives) ✕Check your understanding ✕Acknowledge what has been said 121 Date00.00.00Dr.Sarma-Conflictmanagement 121
  122. 122. LISTEN • This is not the easiest thing to do, • show that you are focused on understanding the other person’s point of view. • Focus on the words you choose, your tone of voice, your hand movements and body language 122 Date00.00.00Dr.Sarma-Conflictmanagement 122
  123. 123. FORMULA FOR EFFECTIVE LISTENING • L-Look Interested • I- Inquire • S-Stay on target • T-Test your understanding • E-Evaluate body language • N-Neutralize feelings 123 Date00.00.00Dr.Sarma-Conflictmanagement 123
  124. 124. TAKE YOUR TIME • The only person you can control is you • If you start to get angry take a break think about how to handle the situation • Ask questions and keep an open mind 124 Date00.00.00Dr.Sarma-Conflictmanagement 124
  125. 125. Consider Always show respect No matter how much you disagree with someone – your challenge is with the subject, context, circumstance or argument NOT with the person How does it affect you, when you do not feel you are being listened to…someone stands over you…raises their voice….speaks over you….wags their finger at you….tells you off? 125 Date00.00.00Dr.Sarma-Conflictmanagement 125
  126. 126. EXPLAIN WITH CARE • How can you do this when your point of view is very different from theirs? • Use “I” statements rather than “you” statements • Instead of “you don’t know what you’re talking about” try “I’d like to explain my perspective to you” • Blaming and judging people is not helpful and will not effectively find a solution • Avoid discussing attitudes and personalities 126 Date00.00.00Dr.Sarma-Conflictmanagement 126
  127. 127. THINK CREATIVELY • Use the different methods explored here • Work to identify different solutions from those so far rejected by one of the parties 127 Date00.00.00Dr.Sarma-Conflictmanagement 127
  128. 128. AT TIMES • Accept the situation • Conflict cannot always be avoided • Not every conflict is negative 128 Date00.00.00Dr.Sarma-Conflictmanagement 128
  129. 129. CONFLICT RESOLUTION 129 Learning to negotiate
  130. 130. WHY AND HOW OF CONFLICT RESOLUTION TRAINING? • Understand the effect conflict has on you • Recognize when it is appropriate to communicate with an angry person • Understand how to diffuse negative encounters • Learn how to speak with others on uncomfortable or potentially “hot topics” and maintain a professional approach • Understand the motivators for anger • Recognise when it is no longer safe to communicate and the only safe response is to walk away` 130 Date00.00.00Dr.Sarma-Conflictmanagement 130
  131. 131. WORKPLACECONFLICT WITH BOSS –HOW TO HANDLE • Learn to deal more effectively with difficult bosses and supervisors. • How To Deal With A Difficult Boss ? • Bosses and supervisors aren't from another planet, but sometimes they seem to be 131 Date00.00.00 131 Dr.Sarma-Conflictmanagement
  132. 132. WORKPLACECONFLICT WITH BOSS- Conflict with a difficult boss can be daunting and intimidating. Here are some tips to help you deal with difficult bosses and supervisors. 132 Date00.00.00 132 Dr.Sarma-Conflictmanagement
  133. 133. WORKPLACE CONFLICT- CONFLICT AND BOSS • Most people at some point in their lives have to deal with a difficult boss. • Difficult supervisors vary in personality from being pushy or rude, all the way to being downright abusive. • Task vs relationship styles 133 Date00.00.00 133 Dr.Sarma-Conflictmanagement
  134. 134. * 134 dr.sarma 134
  135. 135. CONFLICT AND BOSS ✕ Many people feel abusive boss has control of personal life outside of work and lower the self-esteem and live in constant fear. ✕ The role of a supervisor is controlling ; attracts personalities who like the power ✕ A supervisor has complete control over most basic human needs— ability to put food on the table and a roof over your head. 135 Date00.00.00 135 Dr.Sarma-Conflictmanagement
  136. 136. WORKPLACECONFLICT- CONFLICT AND BOSS • These are powerful motivating factors that allow a difficult boss /supervisor to control people out of fear of losing these basic needs. • We may not be able to always correct their behavior, but we should never have to live in fear and let our difficult boss control our lives. 136 Date00.00.00 136 Dr.Sarma-Conflictmanagement
  137. 137. WORKPLACECONFLICT- CONFLICT AND BOSS • Here are some strategies on handling a difficult boss situation. 137 Date00.00.00 137 Dr.Sarma-Conflictmanagement
  138. 138. WORKPLACECONFLICT- CONFLICT AND BOSS • Always have a plan B. Most people are scared about having a discussion with their boss concerning their abusive behavior because they fear reprimand or losing their job as a result of it. 138 Date00.00.00 138 Dr.Sarma-Conflictmanagement
  139. 139. WORKPLACECONFLICT- CONFLICT AND BOSS • Their fear is usually justified if the supervisor is a control-freak and feels that their subordinate is threatening their control. 139 Date00.00.00 139 Dr.Sarma-Conflictmanagement
  140. 140. WORKPLACE CONFLICT- CONFLICT AND BOSS • Before you deal with any type of conflict, you always need to have a plan B in case things don’t work out. • A plan B is the best alternative that you can come up without having to negotiate anything with your boss. 140 Date00.00.00 140 Dr.Sarma-Conflictmanagement
  141. 141. WORKPLACECONFLICT- ✕ Your best plan B would probably take the form of having an actual job offer in hand with another employer before you have your talk. ✕ By not having a backup plan, you have given your abusive boss even more leverage over you because they know you have nowhere else to go. 141 Date00.00.00 141 Dr.Sarma-Conflictmanagement
  142. 142. WORKPLACECONFLICT- • Having a plan B, however, empowers you with the ability to walk-away at any time should the negotiation not go right. Increase your power and have a plan B before you deal with the conflict. 142 Date00.00.00 142 Dr.Sarma-Conflictmanagement
  143. 143. WORKPLACECONFLICT- • Never react to verbal abuse or harsh criticism with emotion. • This will gets you into more trouble than you started with because it will become a war between egos and chances are good that your boss has a bigger ego than you have— 143 Date00.00.00 143 Dr.Sarma-Conflictmanagement
  144. 144. BOSS AND CONFLICT • When a personal attack is made , it is bait to reacting emotionally and become easy target for additional attacks. • The key then is not to react, but to acknowledge and move on. 144 Date00.00.00 144 Dr.Sarma-Conflictmanagement
  145. 145. CONFLICT WITH BOSS ✕ By doing this, you effectively strip all of the power behind their verbal attacks away from your abusive boss, without creating conflict. ✕ If your boss happens to be an intimidator or a control freak, then the best way of dealing with their behavior is to remain calm and acknowledge their power by saying, 145 Date00.00.00 145 Dr.Sarma-Conflictmanagement
  146. 146. Angry boss? • "You're right, I'm sorry." By saying this, you • take away any chance of boss lashing back at • you because you have sidestepped the verbal attack rather than meeting it head on. 146 Date00.00.00 146 Dr.Sarma-Conflictmanagement
  147. 147. CONFLICT WITH BOSS • Feel neglected when not recognized for performance. • Not giving credit when due • Or steals credit 147 Date00.00.00 147 Dr.Sarma-Conflictmanagement
  148. 148. WORKPLACECONFLICT- • Discuss rather than confront. • When your boss criticizes you than appreciating, don’t react out of emotion and become confrontational because that just breeds more conflict. • Instead, indulge in discussion on with data. 148 Date00.00.00 148 Dr.Sarma-Conflictmanagement
  149. 149. WORKPLACECONFLICT- • Ask them for the advice on how your work can be improved. 149 Date00.00.00 149 Dr.Sarma-Conflictmanagement
  150. 150. CONFLICT AND THE BOSS • Manage the manager. • Always source of conflict is a new manager • who demands that things run differently. 150 Date00.00.00 150 Dr.Sarma-Conflictmanagement
  151. 151. WORKPLACE CONFLICT- CONFLICT AND BOSS • A discussion about what is the expected level and result • by when • and what help can you expect • At the very beginning will help • Get to know the boss’s preference . 151 Date00.00.00 151 Dr.Sarma-Conflictmanagement
  152. 152. KNOW THAT YOU CAN DO LITTLE TO CHANGE THEM. • Being a difficult person is part of the personality and therefore do not try to change a supervisor, . Instead, change the way that you approach the behavior. • Avoiding derogatory labeling, it is easy on yourself to be even angry with your boss. 152 Date00.00.00 152 Dr.Sarma-Conflictmanagement
  153. 153. KEEP YOUR PROFESSIONAL FACE ON Know the difference between not liking your boss and not being professional. You don’t have to make your boss your friend or even like your boss as a person, but you do have to remain professional and get the job done and carry out their instructions dutifully as a subordinate, just as you would expect them to be professional as do their duties as a supervisor. 153 Date00.00.00 153 Dr.Sarma-Conflictmanagement
  154. 154. WORKPLACECONFLICT- • Evaluate your own performance. Before you go attacking your boss, examine your own performance and ask yourself if you are doing everything right. 154 Date00.00.00 154 Dr.Sarma-Conflictmanagement
  155. 155. HANDLING CONFLICT WITH SUBORDINATES • Conflict arise for the same reasons that you may feel with your boss • Performance appraisal is generally the conflict area • Insubordination is second major reason 155 Date00.00.00 155 Dr.Sarma-Conflictmanagement
  156. 156. WORKPLACE CONFLICT- CONFLICT WITH SUBORDINATES • To handle performance issues be proactive • Define goals /and consequences of not delivering • On insubordination- gather all facts/ document • Discuss and agree on corrective action 156 Date00.00.00 156 Dr.Sarma-Conflictmanagement
  157. 157. GATHER ADDITIONAL SUPPORT. ✕ If others share in your concern, then you have the power of numbers behind you to give you additional persuasion power over your boss. ✕ It is often easy for a supervisor to ignore or attack one employee, but it becomes more difficult to attack all of his employees. ✕ He might be able to fire one of you, but he will look like an idiot (and probably get fired himself) if he tries to fire all of you. An interdepartmental union is a good way of mustering power against an abusive employer. 157 Date00.00.00 157 Dr.Sarma-Conflictmanagement
  158. 158. WHEN TO GO UP THE CHAIN OF COMMAND - LAST RESORT. ✕Going up the chain of command is not an effective way of dealing with a difficult supervisor ✕Try to discuss issues first and only go up the chain of command as a last resort. 158 Date00.00.00 158 Dr.Sarma-Conflictmanagement
  159. 159. WORKPLACE CONFLICT-PAT ON THE BACK • Encourage good behavior with praise • boss and that of your subordinates- • If shy of verbal use thank you cards • It is easy to criticize but criticisms often lead towards resentment and hostile feelings. 159 Date00.00.00 159 Dr.Sarma-Conflictmanagement
  160. 160. WORKPLACECONFLICT- ✕ Be very careful when you criticize in others presence. ✕ Everyone likes a pat on the back for good behavior, so you should strive to watch for good behaviors from your boss and subordinates and compliment them . ✕ Have you ever thanked your boss for sound advice? ✕ Proactive praising is much more effective than reactive criticisms. 160 Date00.00.00 160 Dr.Sarma-Conflictmanagement
  161. 161. LEAVE WORK AT WORK. • Leave work at work. • If you choose to stay with a toxic BOSS , then document everything. • This will be the main ammunition should a complaint ever be filed . • Maintain performance review record. 161 Date00.00.00 161 Dr.Sarma-Conflictmanagement
  162. 162. WORKPLACE CONFLICT- LEAVE WORK AT WORK. ✕ Get into the habit of leaving work at home and not bringing it into personal life; It will only add to your level of stress. ✕ Keep your professional life separate from personal life as best as you can. ✕ This also includes having friends who you don’t work with so that you can detach yourself from your work life rather than bringing it home with you. 162 Date00.00.00 162 Dr.Sarma-Conflictmanagement
  163. 163. WORKPLACECONFLICT IN VALUES - Downsizing or winding up of a business Layoff / Termination of employees due to cost cutting 163 Date00.00.00 163 Dr.Sarma-Conflictmanagement
  164. 164. ETHICAL ISSUES- • Harassment • Bribe • Tax evasions 164 Date00.00.00 164 Dr.Sarma-Conflictmanagement
  165. 165. CONFLICT RESOLUTION-BIBLICAL REF • Jesus said, “Blessed are the peacemakers for they shall be called the children of God”(Matthew 5.9). • Peacemakers enter into conflict with a commitment to bring God’s goodness out of that situation, however terrible it might be. 165 Date00.00.00 165 Dr.Sarma-Conflictmanagement
  166. 166. CONFLICT TRANSFORMATION • Today the phrase “conflict transformation” has been used to describe the various processes whereby people and nations seek to establish constructive and positive dynamics and institutions in their communities in place of the destruction and sorrow of war and civil strife. 166 Date00.00.00 166 Dr.Sarma-Conflictmanagement
  167. 167. BIBLICAL ✕ confronting evil nonviolently, establishing justice, ✕ negotiating agreements, ✕ peace-building ✕ forging reconciliation. 167 Date00.00.00 167 Dr.Sarma-Conflictmanagement
  168. 168. • In Matthew 18 Jesus says, "If another member of the church sins against you, go and point out the fault when the two of you are alone. If the member listens to you, you have regained that one. But if you are not listened to, take one or two others along with you, so that every word may be confirmed by the evidence of two or three witnesses. If the member refuses to listen to them, tell it to the church; and if the offender refuses to listen even to the church, let such a one be to you as a Gentile and a tax collector" (Matt. 18:15-17).* • 168
  169. 169. BIBLICAL REF • • Jesus charged his followers “to be engaged in positively transforming conflicts, for such people show themselves to be God’s children demonstrating the same care and compassion for people suffering in conflict as God has demonstrated through Christ.” 169 Date00.00.00 169 Dr.Sarma-Conflictmanagement
  170. 170. CONFLICT RESOLUTION-BIBLICAL REF ✕ POINTS OF IMPORTANCE: ✕ Conciliation - 7 steps of the Social Transformation of Conflict: ✕ 1. Problem-solving, where the parties disagree but share a problem. ✕ 2. Shift from disagreement to personal antagonism; the person is seen as the problem. ✕ 3. Issue proliferation–moving from the specific to the general, from one issue to many. 170 Date00.00.00 170 Dr.Sarma-Conflictmanagement
  171. 171. CONFLICT RESOLUTION-BIBLICAL REF ✕ 4. Triangulation–talking to other people about the person in conflict not directly to that person. (“Triangulation” means making a triangle, in this case with two people who bring in a third person to the conflict, not as a mediator to assist in resolving the conflict, but in an effort to get the third person on one side or the other.) ✕ 5. Reaction and escalation–an eye for an eye. ✕ 6. Antagonism increasing to hostility. ✕ 7. Polarization–a change in the social organization (breaking of friendship, divorce, church split, civil war, etc.) 171 Date00.00.00 171 Dr.Sarma-Conflictmanagement
  172. 172. ✕ The further along the conflict goes through these steps there is more violence, less trust, less accurate communication and less direct contact. In the Genesis stories we see Adam-and Eve at step 2 where Adam is blaming both Eve and God for the problem. Cain is also at step 2 seeing Abel as the problem, but he jumps quickly to step 7 in committing murder. 172 Date00.00.00 172 Dr.Sarma-Conflictmanagement
  173. 173. DOMINATION ✕ Domination is where one person or group gains power that is used in a threatening or abusive way over others. Throughout the Bible violent political domination is a problem, whether looking at the oppressions of Pharaoh in Egypt or Samuel’s concerns about establishing a king in Israel (see 1 Samuel 8). The climax of this violent domination is 173 Date00.00.00 173 Dr.Sarma-Conflictmanagement
  174. 174. DEMON OR DIVINE? • seen in Revelation 13 , 13.1.7 depicts • Both demonic and divine governments - mixture of both the divinely-established and the demonic. • Some governments may exhibit more of the demonic nature in their destructive behavior, while other governments may not 174 Date00.00.00 174 Dr.Sarma-Conflictmanagement
  175. 175. THE 50 GREATEST BUSINESS CONFLICTS OF ALL TIME ✕ Thomas Edison electrocuted an elephant to demonstrate the danger of a competitor's technology. ✕ Nike , desperate for an advantage over a surging Reebok, signed a college hoops player named Michael Jordan. ✕ Central Pacific Railroad laid an astounding 10 miles of track in 24 hours to grab government payments that the hated Union Pacific would otherwise claim 175 Date00.00.00 175 Dr.Sarma-Conflictmanagement
  176. 176. THE 50 GREATEST BUSINESS CONFLICTS OF ALL TIME • What comes through most strongly in these stories is sheer human intensity. • Only a brave novelist would have imagined the brother vs. brother saga of Adidas vs. Puma • Venice vs. Genoa They may look like a dusty tale of feuding city-states, but it set the tone for hundreds of years of European competition. 176 Date00.00.00 176 Dr.Sarma-Conflictmanagement
  177. 177. THE 50 GREATEST BUSINESS CONFLICTS OF ALL TIME • Rivalries make great stories, and the greatest rivalries make the greatest tales -- reason enough to read the following portraits of brilliance, skullduggery, nobility, mendacity, victory, and failure. 177 Date00.00.00 177 Dr.Sarma-Conflictmanagement
  178. 178. THE 50 GREATEST BUSINESS CONFLICTS OF ALL TIME • After all, monumental business battles have changed the world. 178 Date00.00.00 178 Dr.Sarma-Conflictmanagement
  179. 179. THE 50 GREATEST BUSINESS CONFLICTS OF ALL TIME • If tiny MCI hadn't challenged the titanic AT&T the communications revolution would have played out much differently. • Steve Jobs and Bill Gates ended up selling few competing products yet contended for 35 years to impose radically different visions of computing. 179 Date00.00.00 179 Dr.Sarma-Conflictmanagement
  180. 180. THE 50 GREATEST BUSINESS CONFLICTS OF ALL TIME • And a global economy that couldn't function without air travel is far faster and better because Airbus and Boeing ( BA 0.82% ) (No. 9) have had to fight each other every day for 40 years. • Functional 180 Date00.00.00 180 Dr.Sarma-Conflictmanagement
  181. 181. THE 50 GREATEST BUSINESS CONFLICTS OF ALL TIME • Coke ( KO -0.08% ) and Pepsi ( PEP 0.65% ) were so busy pounding the daylights out of each other that they missed an entirely new notion, and today, inconceivably, the bestselling energy drink in U.S. convenience stores isn't made by either company. (It's Red Bull.) • Dysfunctional 181 Date00.00.00 181 Dr.Sarma-Conflictmanagement
  182. 182. THE 50 GREATEST BUSINESS CONFLICTS OF ALL TIME • General Motors and Ford clashed with each other until one day Toyota ( TM 1.89% ) had stolen the bulk of their profits. 182 Date00.00.00 182 Dr.Sarma-Conflictmanagement
  183. 183. THE 50 GREATEST BUSINESS CONFLICTS OF ALL TIME • The rivalry between the American railroads was economic, ethnic, and spectacular, involving sabotage, deception, and death. Who needs such lessons? 183 Date00.00.00 183 Dr.Sarma-Conflictmanagement
  184. 184. THE 50 GREATEST BUSINESS CONFLICTS OF ALL TIME • Oh, right, we do. So think of these dramas as guilt-free pleasures. Then, well prepared for the task, go forth and pulverize your rivals. -- Geoff Colvin 184 Date00.00.00 184 Dr.Sarma-Conflictmanagement
  185. 185. ACCEPT THE SITUATION • Conflict is not mathematics • There is not always a solution waiting to be found • If there is a solution – it is very unlikely to be the only one 185 Date00.00.00Dr.Sarma-Conflictmanagement 185
  186. 186. AND FINALLY…. CONFLICT CANNOT ALWAYS BE SOLVED OR AVOIDED The Swiss psychologist Carl Jung once wrote that “the greatest and most important problems of life are all fundamentally insoluble. They can never be solved but only outgrown” 186 Date00.00.00Dr.Sarma-Conflictmanagement 186
  187. 187. AND FINALLY…. NOT EVERY CONFLICT IS NEGATIVE • Not every conflict is negative (sometimes it “clears the air”) • The important thing is to keep wasteful and damaging conflict to a minimum and when conflict occurs, use the techniques to resolve or at least minimize it 187 Date00.00.00Dr.Sarma-Conflictmanagement 187
  188. 188. WHAT DID WE LEARN? In workplace or personal conflicts it is all about difference in perspective • Approaches to Conflict Resolution include; • Avoidance • Collaboration • Compromise • Competition • Accommodation 188 Date00.00.00 188 Dr.Sarma-Conflictmanagement
  189. 189. WHAT DID WE LEARN? • Win Win solutions build relationships and aid solutions • Conflict is not mathematics but deals with personalities and emotions • There is not always a solution waiting to be found • If there is a solution – it is very unlikely to be the only one 189 Date00.00.00 189 Dr.Sarma-Conflictmanagement
  190. 190. 190 Date00.00.00 190 Dr.Sarma-Conflictmanagement