Conflict management


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Conflict management

  1. 1. Conflict Management Dr. Ghaiath M. Abas , MBBS FMOH-DGHPD
  2. 2. Conflict <ul><li>“ You have to transform the conflict, not let it explode into violence nor suppress it”. &quot;Gandhi: </li></ul><ul><li>“ Give the conflict back to the people - they are the best ones to solve it” </li></ul><ul><li>Niels Christie: </li></ul>
  3. 3. In this presentation <ul><li>Conflict philosophy </li></ul><ul><li>definition of conflict </li></ul><ul><li>The differences between &quot;competition&quot; and &quot;conflict&quot; </li></ul><ul><li>Common causes of conflict </li></ul><ul><li>How to identify signs and stages of conflict </li></ul><ul><li>How to manage and resolve conflict situations </li></ul><ul><li>Conflict prevention </li></ul>
  4. 4. Conflict philosophy: <ul><li>Conflicts exist always, and everywhere </li></ul><ul><li>Conflicts are a socially constructed reality </li></ul><ul><li>The destructive element of a conflict is not inevitable </li></ul>
  5. 5. What’s Conflict? <ul><li>Conflicts are disagreements between two (or more) individuals that create tension in one or more individuals </li></ul>
  6. 6. &quot;competition&quot; or &quot;conflict”? <ul><li>&quot;Competition&quot; usually brings out the best in people, as they strive to be top in their field, whether in sport, community affairs, politics or work. </li></ul><ul><li>When competition becomes unfriendly or bitter, though, conflict can begin - and this can bring out the worst in people </li></ul>
  7. 7. Common causes of conflict <ul><li>scarcity of resources (finance, equipment, facilities, etc) </li></ul><ul><li>different attitudes, values or perceptions </li></ul><ul><li>disagreements about needs, goals, priorities and interests </li></ul><ul><li>poor communication </li></ul><ul><li>poor or inadequate organisational structure </li></ul><ul><li>lack of teamwork </li></ul><ul><li>lack of clarity in roles and responsibilities </li></ul>
  8. 8. Conflicts come in three main types: <ul><li>intrapersonal </li></ul><ul><li>Interpersonal </li></ul><ul><li>Iinter-group </li></ul>Each of the three conflict types builds upon one another to create the final problem
  9. 9. Conflict between individual <ul><li>People have differing styles of communication, ambitions, political or religious views and different cultural backgrounds </li></ul>
  10. 10. Conflict between groups of people <ul><li>Whenever people form groups, they tend to emphasise the things that make their group &quot;better than&quot; or &quot;different from&quot; other groups </li></ul>
  11. 11. Conflict within a group of people <ul><li>Even within one organisation or team, conflict can arise from the individual differences or ambitions mentioned earlier; or from rivalry between sub-groups or factions. </li></ul>
  12. 12. Team development stages Forming Storming Norming Performing Closing
  13. 13. Factors influencing team building/effectiveness Task Individual Team
  14. 14. &quot;Disputes of right&quot; and &quot;disputes of interest“… <ul><li>&quot;disputes of right&quot;, where people or groups are entitled by law, by contract, by previous agreement or by established practice to certain rights. </li></ul><ul><li>A dispute of rights is, therefore, usually settled by legal decision or arbitration and not by negotiation </li></ul>
  15. 15. &quot;Disputes of right&quot; and &quot;disputes of interest“…cont. <ul><li>&quot;disputes of interest&quot;, where the conflict may be a matter of opinion, such as where a person or group is entitled to some resources or privileges (such as access to property, better working conditions, etc). </li></ul><ul><li>Because there is no established law or right, a dispute of interest will usually be solved through collective bargaining or negotiation </li></ul>
  16. 16. Signs of conflict between individuals <ul><li>colleagues not speaking to each other or ignoring each other </li></ul><ul><li>contradicting and bad-mouthing one another </li></ul><ul><li>deliberately undermining or not co-operating with each other, to the downfall of the team </li></ul>
  17. 17. Signs of conflict between groups of people <ul><li>cliques or factions meeting to discuss issues separately, when they affect the whole organisation </li></ul><ul><li>one group being left out of organising an event which should include everybody </li></ul><ul><li>groups using threatening slogans or symbols to show that their group is right and the others are wrong </li></ul>
  18. 18. The four steps to conflict resolution
  19. 19. How to manage and resolve conflict situations? <ul><li>Collective bargaining : </li></ul><ul><li>it is necessary to have agreed mechanisms to collectively discuss and resolve issues </li></ul><ul><li>that this is far better than avoidance or withdrawal, and puts democratic processes in place to achieve &quot;integrative problem solving&quot; </li></ul>
  20. 20. How to manage and resolve conflict situations…cont. <ul><li>Conciliation </li></ul><ul><li>&quot;the act of procuring good will or inducing a friendly feeling&quot; </li></ul><ul><li>This is usually attempted before the more serious step of a strike by workers or a lock-out by management is taken </li></ul>
  21. 22. GROUND RULES FOR EFFECTIVE CONFLICT RESOLUTION <ul><li>Keep interactions respectful, even when feeling frustrated or hurt. </li></ul><ul><li>Maintain emotional control, even when feeling angry. </li></ul><ul><li>Keep interactions on &quot;hot topics&quot; within a structured process. </li></ul><ul><li>Using formalized process, e.g. a planned negotiation, or mediation </li></ul><ul><li>Show a willingness to understand. If others feel understood and acknowledged, they are more likely to collaborate </li></ul>
  22. 23. GROUND RULES FOR EFFECTIVE CONFLICT RESOLUTION <ul><li>Communicate honestly and openly. </li></ul><ul><li>Be as objective as possible. Avoid speculation, rumors, and assumptions. </li></ul><ul><li>Express concerns in a constructive manner. </li></ul><ul><li>Focus on future solutions rather than past blame. </li></ul><ul><li>Look for solutions that meet everyone's needs; find common ground or shared interests. </li></ul>
  23. 24. Conflict prevention <ul><li>Avoid confrontation sometimes </li></ul><ul><li>Force your opinion sometimes in order to move forward </li></ul><ul><li>Bend off sometimes </li></ul><ul><li>Compromise </li></ul><ul><li>Assess level of satisfaction in the group with a decision </li></ul><ul><li>Put your self in others place </li></ul><ul><li>Be including – as for other peoples input </li></ul>
  24. 25. Conflict prevention …cont. <ul><li>Listen actively </li></ul><ul><li>Let people finish talking – don’t interrupt </li></ul><ul><li>Be respectful to other people and other opinions </li></ul><ul><li>Be aware of your body language – what are you signalling </li></ul><ul><li>Demonstrate good will </li></ul><ul><li>Have a positive attitude </li></ul><ul><li>Be flexible </li></ul><ul><li>Give constructive critic / feedback </li></ul>
  25. 26. Ways to hurt people: <ul><li>Refuse to listen </li></ul><ul><li>Refuse to realise that the other has more information to base her opinion on than you </li></ul><ul><li>Rude or aggressive behaviour leading to a “fight or flight” situation </li></ul><ul><li>Intentional attempts to hurt, blame, threaten, mock or otherwise offend </li></ul>
  26. 27. References & Suggested Readings <ul><li>Presentation on Conflict Management. CBS by Dr. Maysoon Altigani. </li></ul><ul><li> </li></ul><ul><li> </li></ul><ul><li> </li></ul>
  27. 28. <ul><li>THANKS FOR YOUR TIME AND ATTENTION </li></ul><ul><li>Any Questions Please! </li></ul>