Conflicts - Are they really bad?

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Conflicts - Are they really bad?

  1. 1. Conflicts – Are They Really Bad!<br />Keshav Kumar<br />Business Head<br />Axcend Automation and Software Solution Private Limited<br />
  2. 2. Agenda<br />Conflicts<br />Conflict Management Techniques<br />Conflict Vs Productivity <br />Conflict Vs Team Bonding<br />Conclusions<br />References<br />Q &A<br />22-06-2011<br />2<br />
  3. 3. Conflicts – Let’s Be Positive About it !!!!!<br />Conflict is the gadfly of thought. It stirs us to observation and memory It instigates invention. It shocks us out of sheep like passivity and sets us at noting and contriving. Conflict is a “sine qua non” of reflection and ingenuity<br />JOHN DEWEY<br />22-06-2011<br />3<br />
  4. 4. What is Conflict<br /><ul><li>Disagreement between two or more individual/team
  5. 5. Conflicts could be
  6. 6. Positive (Functional) - Have positive impact on
  7. 7. Team bonding
  8. 8. Individual relationship
  9. 9. Productivity
  10. 10. Creativity
  11. 11. Improved Quality
  12. 12. Negative(Dysfunctional) – Have negative impact on
  13. 13. Productivity
  14. 14. Individual relationship
  15. 15. Team bonding
  16. 16. Retarded communication</li></ul>22-06-2011<br />4<br />
  17. 17. 22-06-2011<br />5<br />“Whenever you're in conflict with someone, there is one factor that can make the difference between damaging your relationship and deepening it. That factor is attitude.”<br />-- William James<br />
  18. 18. Conflict is present everywhere!!!<br /><ul><li>Conflicts are there in every walk of life
  19. 19. In an organization, absence of conflicts is a strong indication of some major problems brewing within which could lead to
  20. 20. High attrition
  21. 21. Poor project Performance  Poor organization results
  22. 22. No trust
  23. 23. Conflicts could lead to mutual respect for each other</li></ul>22-06-2011<br />6<br />“Conflict is the beginning of consciousness.”-- M. Esther Harding <br />
  24. 24. Sources of Conflicts<br /><ul><li>Conflicts could arise due to
  25. 25. Differences in idea/thought
  26. 26. Differences in Strategy
  27. 27. Introduction of new team member/leader
  28. 28. Example – Greg Chappell as coach of Indian cricket team in 2005. Here PERFORMING team went back to “Storming “ stage of team building
  29. 29. Example – Gary Kirsten as coach of Indian cricket team in 2007. Here Storming team moved to “Performing “ stage of team building
  30. 30. Removal of existing team members</li></ul>22-06-2011<br />7<br />There is nothing wrong in having conflicts. The important point is how conflicts are managed<br />
  31. 31. When can conflicts be good?<br /><ul><li>Agree to disagree
  32. 32. All working towards one goal rather then individual goal
  33. 33. Focus on solving the problem that lead to conflict
  34. 34. No personal attack on individual personality
  35. 35. Respect each other’s strengths</li></ul>22-06-2011<br />8<br />
  36. 36. Life Cycle of Conflict<br /><ul><li>Conflicts can arise/resolved during
  37. 37. Conception
  38. 38. Definition
  39. 39. Execution
  40. 40. Closing</li></ul>22-06-2011<br />9<br />
  41. 41. Sources of Conflict<br />22-06-2011<br />10<br />
  42. 42. Variation of Conflict over the project life cycle<br />22-06-2011<br />11<br />
  43. 43. Conflict -Cycle<br />22-06-2011<br />12<br />
  44. 44. Conflict Management<br /><ul><li>Avoiding
  45. 45. Smoothing
  46. 46. Compromising
  47. 47. Forcing
  48. 48. Problem Solving</li></ul>22-06-2011<br />13<br />
  49. 49. Avoiding<br /><ul><li>Also known as Withdrawal
  50. 50. Yield – Lose solution
  51. 51. One party gives up & refuses to discuss the conflict, which is probably the worst technique
  52. 52. Walking away from the problem, usually in disgust
  53. 53. Can be used when the issue is not critical
  54. 54. Neglects the problems – Due to Perceived Threats – Affects the organization negatively</li></ul>22-06-2011<br />14<br />
  55. 55. Smoothing<br /><ul><li>Also known as accommodating
  56. 56. Smoothes out the conflict by minimizing the perceived size of the problem
  57. 57. Temporary solution- Can calm team relations and boisterous discussions
  58. 58. Lose – Lose Solutions – No one really wins in long term</li></ul>22-06-2011<br />15<br />
  59. 59. Smoothing cont…<br /><ul><li>Time is of essence
  60. 60. When the proposed solutions will not currently settle problem
  61. 61. To emphasize the areas of agreement between disagreeing stakeholders
  62. 62. Attempts are made to make conflict appear less important than it is
  63. 63. Maintain relationship</li></ul>22-06-2011<br />16<br />
  64. 64. Compromising<br /><ul><li>Also known as negotiation
  65. 65. Each party gives up something to reach a solution
  66. 66. Decision made is a blend of both sides of argument
  67. 67. Lose-Lose solution – Since neither party really wins. Sometimes it is known as Neutral-Neutral solution
  68. 68. Should be used when
  69. 69. Relationships are equal
  70. 70. No one can really win
  71. 71. To avoid a fight</li></ul>22-06-2011<br />17<br />
  72. 72. Forcing<br /><ul><li>Person with Power makes decision
  73. 73. Decision made may not be the best decision but fast
  74. 74. Autocratic approach – does little for team development
  75. 75. Win – lose solution
  76. 76. Should be used when
  77. 77. The stakes are high
  78. 78. Time is of the essence
  79. 79. Relationship are not important
  80. 80. Destroys relationship - Due to Perceived Threats – Affects the organization negatively</li></ul>22-06-2011<br />18<br />
  81. 81. Problem Solving<br /><ul><li>Confronts the problem head-on
  82. 82. Preferred method of conflict resolution
  83. 83. Also known as Confrontation
  84. 84. Calls for additional research to find the best solution
  85. 85. Win-Win Solution
  86. 86. Should be used if there is time to work through and resolve the issue
  87. 87. Also serves to build relationship and trust</li></ul>22-06-2011<br />19<br />
  88. 88. Robert Maddux’s Conflict Model <br />22-06-2011<br />20<br />Person’s desire to satisfy own concerns<br />Person’s desire to satisfy concerns of others<br />
  89. 89. Conflicts Vs Team Productivity<br /><ul><li>Team Productivity/Performance was defined as </li></ul> 1 – (Cost Variance *Schedule Variance) <br /><ul><li>Different teams with varying degree of conflicts were selected
  90. 90. Degree of conflicts was defined by two factors
  91. 91. Number of conflicts
  92. 92. Impact of conflicts
  93. 93. Impact of conflicts was measured by measuring matrices such as
  94. 94. Schedule Variance
  95. 95. Cost Variance</li></ul>22-06-2011<br />21<br />
  96. 96. Conflicts Vs Team Productivity<br />22-06-2011<br />22<br />
  97. 97. Conflicts Vs Team Productivity<br />22-06-2011<br />23<br />
  98. 98. Conflicts Vs Team Productivity<br />22-06-2011<br />24<br />
  99. 99. Conflicts Vs Team Productivity<br />22-06-2011<br />25<br />
  100. 100. Another study by Researchers <br />22-06-2011<br />26<br />
  101. 101. Conflicts Vs Team bonding<br /><ul><li>Team bonding – Qualitative measure based on
  102. 102. Employee Survey
  103. 103. Impromptu HR discussions with employees
  104. 104. 360 degree feedback</li></ul>All aiming to understand <br /><ul><li>Willingness of employees to work together
  105. 105. Employee alignment to organization culture
  106. 106. Willingness to share knowledge and learn from others</li></ul>22-06-2011<br />27<br />
  107. 107. Conflicts between Teams<br /><ul><li>Conflicts between teams could be used to improve
  108. 108. Organizational capabilities
  109. 109. Improved project performance
  110. 110. Improved top line and bottom line</li></ul>By setting up a process of<br /><ul><li>Intermediate work product review by different team other then the project team</li></ul>22-06-2011<br />28<br />
  111. 111. However …….<br /><ul><li>Teams should be managed by someone higher up in the organizational hierarchy
  112. 112. Or
  113. 113. Someone should be mandated to ensure that organizational process are followed, specially for intermediate work product review (Design review, Code Review etc.)</li></ul>22-06-2011<br />29<br />
  114. 114. Also…<br /><ul><li>Organization working environment is extremely critical
  115. 115. Suppress working environment – Conflicts will not come out  Problems will not come out
  116. 116. Open Working Environment – Employees will be able to share their views  Could lead to some conflicts  However, this would also help organization/team to strive for the best solution</li></ul>22-06-2011<br />30<br />
  117. 117. Conclusion<br /><ul><li>Conflicts are not always bad
  118. 118. Sometimes it is necessary to have conflicts
  119. 119. Sometimes, conflicts are deliberately introduced
  120. 120. Properly managed conflicts might lead to higher productivity and well bonded team</li></ul>However<br /><ul><li>Conflicts needs to be managed appropriately
  121. 121. No Conflict Management Technique can be rated as best. It depends on the situation
  122. 122. Unmanaged conflict or inappropriately managed conflicts might lead to HAVOC!!!</li></ul>22-06-2011<br />31<br />
  123. 123. 22-06-2011<br />32<br />“A good manager doesn't try to eliminate conflict; he tries to keep it from wasting the energies of his people. If you're the boss and your people fight you openly when they think that you are wrong - that's healthy.”<br />-- Robert Townsend <br />
  124. 124. References<br /><ul><li>Project Management - A Managerial Approach, Fifth Edition, Jack R. Meredith, Samuel J. Mantel, Jr.
  125. 125. From The Project Management Institute Project Management Handbook, Ed: Jeffrey Pinto. 1998 isbn 0-7879-4013-5</li></ul>22-06-2011<br />33<br />
  126. 126. Q & A<br />22-06-2011<br />34<br />

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