ConflictManagement
• Conflict is a necessary andhealthy part of the life of allorganizations.• Conflict on the job usuallyrepresents the norm...
• Conflict is a primary source of stress on the job.• One of the benefits of conflict on the job is that itsometimes produ...
Communication problemsAmbiguityMixed messages Verbalize one thing, yet your bodylanguage says anotherLack of Openness...
Personal factorsPersonality clashes Type A versus Type BValue systems National culture dimensions Different emphasis...
Body languageDisagreements, regardless of issueWithholding bad newsSurprisesStrong public statementsAiring disagreem...
 Desire for power Increasing lack of respect Open disagreement Lack of clear goals No discussion of progress, failure...
If a problem can beIf a problem can besolved, no need tosolved, no need toworry about it.worry about it.If a problem canno...
Worry As Cause Of ConflictWorry As Cause Of ConflictWorryingforsituationswhich neverhappens. 40%Worryingforsituationswhich...
We listen &Find SolutionsEGOSELFRemain at Base LevelAccept Authority of OtherEGOOTHER PERSONEgo Cause Of Conflict- Mind Bl...
TENSIONCONFLICTFRUSTRATIONHELPLESSNESSINSULTANGERDEPRESSIONSTRESSConflict A Silent KillerConflict A Silent KillerAGRESSION
Types of Conflict
Constructive ConflictResults in clarification of important problemsand issues.Results in solutions to problems.Causes a...
Destructive ConflictTakes attention away from other importantactivities.Undermines morale or self-concept.Polarizes peo...
If We Handle Life SituationsWell, the Conflict can bebetter Managed
Functional ConflictFunctional ConflictConflict that supports the goals of the group andimproves performance “When two p...
Managing Functional ConflictEncouraging Functional ConflictsEncourage dissent by asking tough questions.Bring people wi...
Dysfunctional ConflictConflict that hinders performanceRelationship conflictStems from interpersonal relationshipsPers...
Managing DysfunctionalconflictManaging Dysfunctional ConflictsMediates the conflictsArbitrate the conflicts.Control th...
The Conflict Process
Collaborating: win/winCompromising: winsome/lose someAccommodating:lose/winCompeting:win/loseAvoiding: nowinners/no losers...
Resolving Team Conflict• Conflict is an emotional disturbance or disagreement
Six Steps to Manage Team Conflict Clarify and identify the cause ofconflict Determine the common goal Determine options...
Conflict ResolutionSuper-ordinate goalsOverarching, shared goal that cannot be attained withoutcooperation of each of th...
Conflict ResolutionMediationNeutral third party attempts to find mutually beneficial trade-offs,suggests alternatives & ...
• Problem solving• Super co-ordinate goals• Expansion of resources• Avoidance• Smoothing• Compromise• Authoritative comman...
Close your eyes – RelaxWear a Gentle SmileGo in deeper RelaxationDeep BreatheGently roll up your EyeballsSurrender to Subc...
to delegate,all you needisfaithin the otherperson ...Andfaithmovesmountains !
When you think positively about yourself, you workharder at what you want to do - and give up less easily.You make a bette...
• No Matter what Attitude we adopt, the flow of lifecontinues but in the moment we do have choiceabout the direction in wh...
Building Positive Attitude•Look for goodness in people•Build a positive Self Esteem•Avoid Negative Influences•Work on Cont...
AttitudeActivatorPersonalityAttitude InActionResult• Anticipation• Expectation• Hope• Confidence• Faith• Patience• Humilit...
AttitudeActivatorPersonalityAttitude InActionResult• Fear• Doubt• Envy• Anger• Conceit• Self Pity• Suspicion• Indecision• ...
“ A young lady waswaiting her flight inthe boarding room of abig airport.
As shewould waitfor manyhours, shedecided tobuy a bookto spend hertime. Shealso boughta packet ofcookies.
She sat down ona airmchair, inthe VIP room ofthe airport, torest and read inpeace.
Beside theairmchair therewas the packetof cookies, aman sat down,opened hismagazine andstarted reading.
When she cought thefirst cookie, the mancought one also.She felt herselfinfuriate but didn’tsay anything. She justthought:...
To each cokkieshe cought, theman cought oneeither.That wasletting herinfuriated butshe couldn’t
When remainedonly one cookie,she thought:“ah... What thisabused man willdo now?”Then, the man,divided the lastcookie in th...
Ah! That was too much!She was too much angry!Then, she caught her book, caught her things andheaded to the boarding place.
When she satdown in anarmchair, insidethe plane, shelooked into herpurse to catch hereyeglasses, and, toher surprise, herp...
She felt somuchashamed!!She realizedthat shewas thewrong one...She hadforgottenthat hercookies werekept intoher purse.
The man dividedhis cookies withher, wihtoutfeeling infuriated,nervous or mad...
...while she wasbeen very mad,thinking that hewas dividing hercookies withhim.but there was nomore time toexplain herself....
There are 4 things that u can’t recover...
The stone......after shot!
The word... ......after pronounced!
The occasion...... after lost!
The time......after gone!
Forgiveness is your BiggestAsset
Coping With Stress
ERADICATI
40% NEVERHAPPEN30% IN THE PASTCAN’T-BE-HELPED12% CONCERNSOTHERS NONE-OF-YOUR-BUSINESS10% IS SICKNESSREAL- OR- IMAGINARY
8% ARETHE SITUATIONSFACED IN THEPRESENTWHICH MUSTNEVER BEIGNORED
PROBLEMSBLESSINGORCURSE
IT IS INDEED ACOMPLIMENTON THE COMPETENCEGAINED IN THE PASTFEEL HONOURED
OPPORTUNITYTO DEVELOPFURTHERCOMPETENCEFOR THEFUTURE
Manage The SituationAnd Stress StandsERADICATED
Learn To UnlearnThe Stressful HabitsAndLearn ToDevelopOn TheRelevantOnes
livingA STRESS-FREE
NORMALLYTHE PRACTICE IS TOUNDERSTAND FIRSTAND THENTRY TO ACCEPTWHICH COULDWASTEPRECIOUS TIMEAND OTHERRESOURCES
ACCEPT THE PRESENT LEVELFIRST WITH ATHEN DEVELOPRELEVANTUNDERSTANDINGANDPLAN TOMANAGE
RememberThe Best May Not BeAlways Available To YouWhatever YouHave In ThePresentPut Efforts ToDevelop ThatAs The BestFOR YOU
ACCEPT THE PRESENTAS IT ISBUT NEVER ACCEPTTHE LINKEDCONSEQUENCESMUST USE YOURJUDGMENT TOPLAN FUTURE
WORRY ANDRESPONSIBILITYGO IN THE OPPOSITEDIRECTIONS
ENERGYWORRYWORRY(Waste)(Waste)RESPONSIBILITYRESPONSIBILITY(Investment)(Investment)20%20% 20%20% 60%60%50%50% 50%50% NILNIL...
WHEN YOUWORRYYOUR ENERGY ISDIVERTEDTOWARDSWORRY
YOUR WISDOMSAYSDo not WasteYour PreciousEnergyIn WorryInsteadInvest It InResponsibility
DOESPRACTICEMAKE APERSONPERFECT?
PRACTICEGENERATESPERMANENCEMUST TAKE ADECISIONPRACTICE
USE POSITIVEWORDCONCERN
UNDERSTANDINGWORRYSITUATIONS
Max & Max
Meet MaxMax is a dog of the finest breeding.He was rigorously trained to retrieve game at theslightest nod from his own...
Meet Mr. HaroldMr. Harold is an average manager of customerservice for New World Imports.Service is the byword in his d...
• Conflict is a necessary andhealthy part of the life of allorganizations.• Conflict on the job usuallyrepresents the norm...
• Conflict is a primary source of stress on the job.• One of the benefits of conflict on the job is that itsometimes produ...
When there is potential for one party to negatively impactanother party:Supervisor – subordinate relationshipsTeam members...
Communication problemsAmbiguityMixed messages Verbalize one thing, yet your bodylanguage says anotherStructural varia...
Personal factorsPersonality clashes Type A versus Type BValue systems National culture dimensions Different emphasis...
Causes of Conflict:• Personality differences• Value differences• Differences in Perspectives• Differences in Goals• Differ...
Poor communicationSeeking powerDissatisfaction with management styleWeak leadershipLack of opennessChange in leaders...
Body languageDisagreements, regardless of issueWithholding bad newsSurprisesStrong public statementsAiring disagreem...
 Desire for power Increasing lack of respect Open disagreement Lack of candor on budget problems or other sensitive is...
Constructive ConflictResults in clarification of important problemsand issues.Results in solutions to problems.Causes a...
Destructive ConflictTakes attention away from other importantactivities.Undermines morale or self-concept.Polarizes peo...
Types of Conflict
The Conflict Process
Managing conflictEncouraging Functional ConflictsEncourage dissent by asking tough questions.Bring people with differen...
Functional ConflictFunctional ConflictConflict that supports the goals of the group andimproves performance “When two p...
Dysfunctional ConflictConflict that hinders performanceRelationship conflictStems from interpersonal relationshipsPers...
Managing DysfunctionalconflictManaging Dysfunctional ConflictsMediates the conflictsArbitrate the conflicts.Control th...
Collaborating: win/winCompromising: winsome/lose someAccommodating:lose/winCompeting:win/loseAvoiding: nowinners/no losers...
Win – Win NegotiationAsk from yourself.Do you feel that someone is continually taking advantage ofyou?Do you seem to hav...
The aim of win-win situation is to find a solutionthat is acceptable to both parties and leaves bothparties feeling that ...
Inputs for a Successful NegotiationDepending on the scale of disagreement one should think through thefollowing points bef...
Inputs for a Successful NegotiationExpected outcomes from negotiation and action plan for the same:- What has the outcome...
Resolving Team Conflict• Conflict is an emotional disturbance or disagreement
Six Steps to Manage Team Conflict Clarify and identify the cause ofconflict Determine the common goal Determine options...
Conflict ResolutionSuper-ordinate goalsOverarching, shared goal that cannot be attained withoutcooperation of each of th...
Conflict ResolutionMediationNeutral third party attempts to find mutually beneficial trade-offs,suggests alternatives, &...
• Problem solving• Super co-ordinate goals• Expansion of resources• Avoidance• Smoothing• Compromise• Authoritative comman...
MeditationClose your eyes – RelaxWear a Gentle SmileGo in deeper RelaxationDeep BreatheGently roll up your EyeballsS...
to delegate,all you needisfaithin the otherperson ...Andfaithmovesmountains !Delegation
If We Handle Life SituationsWell, the Conflict can bebetter Managed
Worry As Cause Of ConflictWorry As Cause Of ConflictWorryingforsituationswhich neverhappens. 40%Worryingforsituationswhich...
We listen &Find SolutionsEGOSELFRemain at Base LevelAccept Authority of OtherEGOOTHER PERSONEgo Cause Of Conflict-Ego Caus...
TENSIONCONFLICTFRUSTRATIONHELPLESSNESSINSULTANGERDEPRESSIONSTRESSConflict A Silent KillerConflict A Silent KillerAGRESSION
Forgiveness is your BiggestAsset
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  • The last factor for successful teamwork is to have an effective method for resolving conflict. A natural by-product of decision making is conflict. Conflict is the emotional disturbance or disagreement resulting from a clash of opposing points of view. There are many causes for conflict in a team environment. To better understand and eliminate the conflicts within a team, one should better understand the causes of the conflicts. If teams members take steps of communication, cooperation and support, they will help to prevent conflict. However, when conflict does occur, a successful team has an effective strategy to manage the conflict.
  • Effective conflict management is necessary for a team to be successful. Here is one method to manage team conflict. There are six steps as follows: Step 1: Clarify and identify the cause of conflict. Team members should seek and try to understand each other’s point of view. Step 2: Determine the common goal: Team members should try to find common goals on which all members can agree. Step 3: Determine the options: team members should discuss their ideas with other members, look for other options and explore all the options. Step 4: Determine and remove barriers: The team should ask “ what are the barriers? What would happen if they are removed?”. This will help the team determine what can or cannot be changed. Step 5: Team members should settle on a solution that everyone can accept. Finally, Step 6: team members should recognize the win-win solution. They should make sure that all parties understand what the solution means to them.
  • As stated in the previous slide, there are many different causes for conflict. The results of the Myers-Briggs test confirm that people inherently process and interact with others differently. Consequently, personality differences will most likely exist among team members. The conflict arises when the differences in personality involve a mismatch in the behavioral expectations. Understanding this, team members should look beyond the personalities and search for the objective, subject matter at hand. It may not be possible to get the team members to like one another, but at least they should be able to reach a state where the member’s expectations are clearly defined, the team members understand their differences and can work collaboratively together. Value differences exist when team members have divergent points of view based on strongly held personal values. These value differences could be from personal, cultural, social, or religious influences. This may lead to conflict when the team members holds his/her value above collaboration. The members need to strive to consider these value differences and determine the impact on the project. Members also have differences in perspectives because of their background, experiences, skills and position. The team should look to exploit these differences to strengthen the team’s effectiveness, not weakness. Identifying and recognizing these strengths in a task oriented manner will help the team be more effective. Team members should recognize and respect the differences which enhance creativity and collective imagination. Team members may also have personal objectives that conflict with the team goals. These are called “hidden agenda”. Members need to reflect on their own priorities and recognize that the importance of the team’s goals over personal goals. Many times, especially in cross-functional teams, members may report to a different department manager in the organization. Conflicts can arise from issues based on the departmental affiliations. Team leaders should look to work out the conflict within the organization and focus the team members to the team’s objectives. Ambiguities about responsibilities can also cause conflict between members. When this occurs, the team should try to eliminate the ambiguity by either setting up a procedure or encouraging communication to deal with the special situation.
  • The last factor for successful teamwork is to have an effective method for resolving conflict. A natural by-product of decision making is conflict. Conflict is the emotional disturbance or disagreement resulting from a clash of opposing points of view. There are many causes for conflict in a team environment. To better understand and eliminate the conflicts within a team, one should better understand the causes of the conflicts. If teams members take steps of communication, cooperation and support, they will help to prevent conflict. However, when conflict does occur, a successful team has an effective strategy to manage the conflict.
  • Effective conflict management is necessary for a team to be successful. Here is one method to manage team conflict. There are six steps as follows: Step 1: Clarify and identify the cause of conflict. Team members should seek and try to understand each other’s point of view. Step 2: Determine the common goal: Team members should try to find common goals on which all members can agree. Step 3: Determine the options: team members should discuss their ideas with other members, look for other options and explore all the options. Step 4: Determine and remove barriers: The team should ask “ what are the barriers? What would happen if they are removed?”. This will help the team determine what can or cannot be changed. Step 5: Team members should settle on a solution that everyone can accept. Finally, Step 6: team members should recognize the win-win solution. They should make sure that all parties understand what the solution means to them.
  • Conflict management

    1. 1. ConflictManagement
    2. 2. • Conflict is a necessary andhealthy part of the life of allorganizations.• Conflict on the job usuallyrepresents the normalcompetitive urge present in mostindividuals.• Conflict on the job is always theresult of personality clashes.About Conflict
    3. 3. • Conflict is a primary source of stress on the job.• One of the benefits of conflict on the job is that itsometimes produces useful change.• Conflict arises when there is potential for one party tonegatively impact another party:Supervisor – subordinate relationshipsTeam membersCustomer interactionsOrganizational changeClash of InterestAbout Conflict
    4. 4. Communication problemsAmbiguityMixed messages Verbalize one thing, yet your bodylanguage says anotherLack of OpennessGoal incompatibility Sales department versus creditdepartmentDependence issues One group (accounting) dependentupon another (MIS)Why Conflict
    5. 5. Personal factorsPersonality clashes Type A versus Type BValue systems National culture dimensions Different emphasis on quality or quantity Different perception and area of interest. Differences in Perspectives Seeking power Dissatisfaction with management style Weak leadershipContd…
    6. 6. Body languageDisagreements, regardless of issueWithholding bad newsSurprisesStrong public statementsAiring disagreements through mediaConflicts in value systemConflict Indicators
    7. 7.  Desire for power Increasing lack of respect Open disagreement Lack of clear goals No discussion of progress, failure relative to goals, failure toevaluate the superintendent fairly, thoroughly or at all.Contd…
    8. 8. If a problem can beIf a problem can besolved, no need tosolved, no need toworry about it.worry about it.If a problem cannot beIf a problem cannot besolved what is the use ofsolved what is the use ofworrying?worrying?
    9. 9. Worry As Cause Of ConflictWorry As Cause Of ConflictWorryingforsituationswhich neverhappens. 40%Worryingforsituationswhich hashappened in thepast 30%Worryingforsituationswhich concerns others. 12%Worryingforillness which mayberealorimaginary 10%Situations which needs attention,Competenceand Opportunitytoprove.weshould not beworried but should beconcerned.8%Onecan avoid conflict ifweunderstand theabovelifesituations.
    10. 10. We listen &Find SolutionsEGOSELFRemain at Base LevelAccept Authority of OtherEGOOTHER PERSONEgo Cause Of Conflict- Mind BlockageEgo Cause Of Conflict- Mind BlockageWe hear & don’t Listen
    11. 11. TENSIONCONFLICTFRUSTRATIONHELPLESSNESSINSULTANGERDEPRESSIONSTRESSConflict A Silent KillerConflict A Silent KillerAGRESSION
    12. 12. Types of Conflict
    13. 13. Constructive ConflictResults in clarification of important problemsand issues.Results in solutions to problems.Causes authentic communication.Helps release emotion, anxiety, and stress.Builds cooperation among people throughlearning more about each other.Helps individuals develop understanding andskills.Helps people "be real", for example, itmotivates them to participate.Helps people learn how to recognize andbenefit from their differences.
    14. 14. Destructive ConflictTakes attention away from other importantactivities.Undermines morale or self-concept.Polarizes people and groups, reducingcooperation.Increases or sharpens difference.Leads to irresponsible and harmful behavior,such as fighting, name-calling.Hampers productivity.Lowers morale.Causes more and continued conflicts.Causes inappropriate behaviors.
    15. 15. If We Handle Life SituationsWell, the Conflict can bebetter Managed
    16. 16. Functional ConflictFunctional ConflictConflict that supports the goals of the group andimproves performance “When two people in business always agree, one of them is unnecessary” “You put a lot of smart people in a room and listen to them duke it out,and the best idea will pop out”Task conflict Conflicts over content and goals of work Low to moderate level is functional Stimulates discussion and ideas
    17. 17. Managing Functional ConflictEncouraging Functional ConflictsEncourage dissent by asking tough questions.Bring people with different points of view.Designate someone to be a devil’s advocate.Ask the team to consider an unthinkable alternatives.
    18. 18. Dysfunctional ConflictConflict that hinders performanceRelationship conflictStems from interpersonal relationshipsPersonality clashes, value differencesResults in hostility & frictionDecreases mutual understanding and makes task completion moredifficult
    19. 19. Managing DysfunctionalconflictManaging Dysfunctional ConflictsMediates the conflictsArbitrate the conflicts.Control the conflicts.Accept the conflicts.Eliminate the conflicts.
    20. 20. The Conflict Process
    21. 21. Collaborating: win/winCompromising: winsome/lose someAccommodating:lose/winCompeting:win/loseAvoiding: nowinners/no losers5 Conflict Management Strategies
    22. 22. Resolving Team Conflict• Conflict is an emotional disturbance or disagreement
    23. 23. Six Steps to Manage Team Conflict Clarify and identify the cause ofconflict Determine the common goal Determine options Determine and remove the barriers Determine solution that everyonecan accept Acknowledge solution: win-winsolution
    24. 24. Conflict ResolutionSuper-ordinate goalsOverarching, shared goal that cannot be attained withoutcooperation of each of the conflicting partiesAltering structural variablesChanging the organizational chart Reporting relationshipsCreate joint-task forces Gain appreciation of each others (groups) constraints andneedsAltering individualsHuman relations trainingTransfers
    25. 25. Conflict ResolutionMediationNeutral third party attempts to find mutually beneficial trade-offs,suggests alternatives & serves as a sounding board for theconflicting parties Growing area of legal practices 60% of cases in mediation reach settlementArbitrationNeutral third party can dictate an agreement Allows parties to avoid the high-costs of going to trial Always results in settlement
    26. 26. • Problem solving• Super co-ordinate goals• Expansion of resources• Avoidance• Smoothing• Compromise• Authoritative command• Altering the human variable• Altering the structural variables
    27. 27. Close your eyes – RelaxWear a Gentle SmileGo in deeper RelaxationDeep BreatheGently roll up your EyeballsSurrender to Subconscious MindHandover the problem to subconscious mind(Now go to sleep – Expectantly)Visualize Results / Express Gratefulness next morning(Before opening your eyes)
    28. 28. to delegate,all you needisfaithin the otherperson ...Andfaithmovesmountains !
    29. 29. When you think positively about yourself, you workharder at what you want to do - and give up less easily.You make a better impression on others, whichencourages them to help you.When you think more positively about your colleagues,employees, spouse and children, you build stronger andmore productive relationships - leading to greater successat work and at home.
    30. 30. • No Matter what Attitude we adopt, the flow of lifecontinues but in the moment we do have choiceabout the direction in which we lean.•When we resist the flow, life becomes more difficult.“ Positive Attitude Means Leaning In The DirectionIn Which Life Is Flowing”
    31. 31. Building Positive Attitude•Look for goodness in people•Build a positive Self Esteem•Avoid Negative Influences•Work on Continuous SelfDevelopment
    32. 32. AttitudeActivatorPersonalityAttitude InActionResult• Anticipation• Expectation• Hope• Confidence• Faith• Patience• Humility• Love• Belief• Enthusiastic• Courageous• Optimistic• Cheerful• Sincere• Warm• Relaxed• Success• Recognition• Happiness• Growth• Admiration• Friends
    33. 33. AttitudeActivatorPersonalityAttitude InActionResult• Fear• Doubt• Envy• Anger• Conceit• Self Pity• Suspicion• Indecision• Criticism• Inconsiderate• Pessimistic• Weak• Cold• Sour• Irritable• Worry• Tension• Frustration• Failure• Sickness• No Friends
    34. 34. “ A young lady waswaiting her flight inthe boarding room of abig airport.
    35. 35. As shewould waitfor manyhours, shedecided tobuy a bookto spend hertime. Shealso boughta packet ofcookies.
    36. 36. She sat down ona airmchair, inthe VIP room ofthe airport, torest and read inpeace.
    37. 37. Beside theairmchair therewas the packetof cookies, aman sat down,opened hismagazine andstarted reading.
    38. 38. When she cought thefirst cookie, the mancought one also.She felt herselfinfuriate but didn’tsay anything. She justthought:“What a nerve! If Iwas in the mood Iwould punch his eyenot to forget thisdaring!”
    39. 39. To each cokkieshe cought, theman cought oneeither.That wasletting herinfuriated butshe couldn’t
    40. 40. When remainedonly one cookie,she thought:“ah... What thisabused man willdo now?”Then, the man,divided the lastcookie in themiddle, givingher the half.
    41. 41. Ah! That was too much!She was too much angry!Then, she caught her book, caught her things andheaded to the boarding place.
    42. 42. When she satdown in anarmchair, insidethe plane, shelooked into herpurse to catch hereyeglasses, and, toher surprise, herpacket of cookieswas there,untouched, closed!
    43. 43. She felt somuchashamed!!She realizedthat shewas thewrong one...She hadforgottenthat hercookies werekept intoher purse.
    44. 44. The man dividedhis cookies withher, wihtoutfeeling infuriated,nervous or mad...
    45. 45. ...while she wasbeen very mad,thinking that hewas dividing hercookies withhim.but there was nomore time toexplain herself...Nor toapologizes!”
    46. 46. There are 4 things that u can’t recover...
    47. 47. The stone......after shot!
    48. 48. The word... ......after pronounced!
    49. 49. The occasion...... after lost!
    50. 50. The time......after gone!
    51. 51. Forgiveness is your BiggestAsset
    52. 52. Coping With Stress
    53. 53. ERADICATI
    54. 54. 40% NEVERHAPPEN30% IN THE PASTCAN’T-BE-HELPED12% CONCERNSOTHERS NONE-OF-YOUR-BUSINESS10% IS SICKNESSREAL- OR- IMAGINARY
    55. 55. 8% ARETHE SITUATIONSFACED IN THEPRESENTWHICH MUSTNEVER BEIGNORED
    56. 56. PROBLEMSBLESSINGORCURSE
    57. 57. IT IS INDEED ACOMPLIMENTON THE COMPETENCEGAINED IN THE PASTFEEL HONOURED
    58. 58. OPPORTUNITYTO DEVELOPFURTHERCOMPETENCEFOR THEFUTURE
    59. 59. Manage The SituationAnd Stress StandsERADICATED
    60. 60. Learn To UnlearnThe Stressful HabitsAndLearn ToDevelopOn TheRelevantOnes
    61. 61. livingA STRESS-FREE
    62. 62. NORMALLYTHE PRACTICE IS TOUNDERSTAND FIRSTAND THENTRY TO ACCEPTWHICH COULDWASTEPRECIOUS TIMEAND OTHERRESOURCES
    63. 63. ACCEPT THE PRESENT LEVELFIRST WITH ATHEN DEVELOPRELEVANTUNDERSTANDINGANDPLAN TOMANAGE
    64. 64. RememberThe Best May Not BeAlways Available To YouWhatever YouHave In ThePresentPut Efforts ToDevelop ThatAs The BestFOR YOU
    65. 65. ACCEPT THE PRESENTAS IT ISBUT NEVER ACCEPTTHE LINKEDCONSEQUENCESMUST USE YOURJUDGMENT TOPLAN FUTURE
    66. 66. WORRY ANDRESPONSIBILITYGO IN THE OPPOSITEDIRECTIONS
    67. 67. ENERGYWORRYWORRY(Waste)(Waste)RESPONSIBILITYRESPONSIBILITY(Investment)(Investment)20%20% 20%20% 60%60%50%50% 50%50% NILNILMIND CAN’T FUNCTIONMIND CAN’T FUNCTION100%100% 100%100%FROM BODY’SFROM BODY’SRESERVERESERVEQUOTA OFQUOTA OFENERGYENERGYFEELINGFEELING[80%][80%]
    68. 68. WHEN YOUWORRYYOUR ENERGY ISDIVERTEDTOWARDSWORRY
    69. 69. YOUR WISDOMSAYSDo not WasteYour PreciousEnergyIn WorryInsteadInvest It InResponsibility
    70. 70. DOESPRACTICEMAKE APERSONPERFECT?
    71. 71. PRACTICEGENERATESPERMANENCEMUST TAKE ADECISIONPRACTICE
    72. 72. USE POSITIVEWORDCONCERN
    73. 73. UNDERSTANDINGWORRYSITUATIONS
    74. 74. Max & Max
    75. 75. Meet MaxMax is a dog of the finest breeding.He was rigorously trained to retrieve game at theslightest nod from his owner.He is slightly motivate to serve his master’s needs.Meet MaxMax is talented, amiable, full of energy, and welleducated.He is anxious to enter the arena of customer serviceand make a contribution, and he’s bursting withinnovative ideas.
    76. 76. Meet Mr. HaroldMr. Harold is an average manager of customerservice for New World Imports.Service is the byword in his department.He has some untapped ideas about customer service.Max and MaxMax and Max both have new opportunities – achance to learn, a chance to show their stuff.Each comes to learn about limits, though: stay on thelawn; get your own job figured out first, then you canstart worrying about mine.
    77. 77. • Conflict is a necessary andhealthy part of the life of allorganizations.• Conflict on the job usuallyrepresents the normalcompetitive urge present inmost individuals.• Conflict on the job is alwaysthe result of personalityclashes.About Conflict
    78. 78. • Conflict is a primary source of stress on the job.• One of the benefits of conflict on the job is that itsometimes produces useful change.• In resolving a conflict, a team leader must determinewhether the cause is :a) Personality clashb) The way the work is structured.Contd…
    79. 79. When there is potential for one party to negatively impactanother party:Supervisor – subordinate relationshipsTeam membersCustomer interactionsOrganizational changeClash of InterestWhat is Conflict
    80. 80. Communication problemsAmbiguityMixed messages Verbalize one thing, yet your bodylanguage says anotherStructural variablesGoal incompatibility Sales department versus creditdepartmentDependence issues One group (accounting) dependentupon another (MIS)Why Conflict
    81. 81. Personal factorsPersonality clashes Type A versus Type BValue systems National culture dimensions Different emphasis on quality or quantity Different perception and area of interest.Contd…
    82. 82. Causes of Conflict:• Personality differences• Value differences• Differences in Perspectives• Differences in Goals• Differences in DepartmentalAllegiance• Ambiguities about responsibilities
    83. 83. Poor communicationSeeking powerDissatisfaction with management styleWeak leadershipLack of opennessChange in leadershipBeginning of Conflict
    84. 84. Body languageDisagreements, regardless of issueWithholding bad newsSurprisesStrong public statementsAiring disagreements through mediaConflicts in value systemConflict Indicators
    85. 85.  Desire for power Increasing lack of respect Open disagreement Lack of candor on budget problems or other sensitive issues Lack of clear goals No discussion of progress, failure relative to goals, failure toevaluate the superintendent fairly, thoroughly or at all.Contd…
    86. 86. Constructive ConflictResults in clarification of important problemsand issues.Results in solutions to problems.Causes authentic communication.Helps release emotion, anxiety, and stress.Builds cooperation among people throughlearning more about each other.Helps individuals develop understanding andskills.Helps people "be real", for example, itmotivates them to participate.Helps people learn how to recognize andbenefit from their differences.
    87. 87. Destructive ConflictTakes attention away from other importantactivities.Undermines morale or self-concept.Polarizes people and groups, reducingcooperation.Increases or sharpens difference.Leads to irresponsible and harmful behavior,such as fighting, name-calling.Hampers productivity.Lowers morale.Causes more and continued conflicts.Causes inappropriate behaviors.
    88. 88. Types of Conflict
    89. 89. The Conflict Process
    90. 90. Managing conflictEncouraging Functional ConflictsEncourage dissent by asking tough questions.Bring people with different points of view.Designate someone to be a devil’s advocate.Ask the team to consider an unthinkable alternatives.
    91. 91. Functional ConflictFunctional ConflictConflict that supports the goals of the group andimproves performance “When two people in business always agree, one of them is unnecessary” “You put a lot of smart people in a room and listen to them duke it out,and the best idea will pop out”Task conflict Conflicts over content and goals of work Low to moderate level is functional Stimulates discussion and ideas
    92. 92. Dysfunctional ConflictConflict that hinders performanceRelationship conflictStems from interpersonal relationshipsPersonality clashes, value differencesResults in hostility & frictionDecreases mutual understanding and makes task completionmore difficult
    93. 93. Managing DysfunctionalconflictManaging Dysfunctional ConflictsMediates the conflictsArbitrate the conflicts.Control the conflicts.Accept the conflicts.Eliminate the conflicts.
    94. 94. Collaborating: win/winCompromising: winsome/lose someAccommodating:lose/winCompeting:win/loseAvoiding: nowinners/no losers5 Conflict ManagementStrategies
    95. 95. Win – Win NegotiationAsk from yourself.Do you feel that someone is continually taking advantage ofyou?Do you seem to have fight aggressively with other to win theresources you need?Do you struggle to get what you want from people whose helpyou need but over whom you have little direct authority?If so you need to brush up your win-win negotiation skills.
    96. 96. The aim of win-win situation is to find a solutionthat is acceptable to both parties and leaves bothparties feeling that they have won.Effective negotiation skills helps you to resolvewhere what you want conflicts with whatsomeone else wants.Win – Win Negotiation
    97. 97. Inputs for a Successful NegotiationDepending on the scale of disagreement one should think through thefollowing points before starting the negotiation:Goal for negotiationTrades one has for negotiation:- What do you and the other person have that you can trade?- What are you each comfortable giving away?Alternatives for negotiation if the other person do not reach to theagreement:- Does failure to each an agreement cut you out of future opportunities?Relationship with the other person:- Will there be any hidden issues that may influence the negotiation? Howwillyou handle these?
    98. 98. Inputs for a Successful NegotiationExpected outcomes from negotiation and action plan for the same:- What has the outcome in the past and what precedents have been set?Expected consequences after winning or loosing the negotiationfor both the parties.Who is Powerful negotiator and what powers he has?- Who controls the resources?- Who stands to loose the most if agreement isn’t reached?Possible Solutions:- What possible compromises might there be?
    99. 99. Resolving Team Conflict• Conflict is an emotional disturbance or disagreement
    100. 100. Six Steps to Manage Team Conflict Clarify and identify the cause ofconflict Determine the common goal Determine options Determine and remove the barriers Determine solution that everyonecan accept Acknowledge solution: win-winsolution
    101. 101. Conflict ResolutionSuper-ordinate goalsOverarching, shared goal that cannot be attained withoutcooperation of each of the conflicting partiesAltering structural variablesChanging the organizational chart Reporting relationshipsCreate joint-task forces Gain appreciation of each others (groups) constraints andneedsAltering individualsHuman relations trainingTransfers
    102. 102. Conflict ResolutionMediationNeutral third party attempts to find mutually beneficial trade-offs,suggests alternatives, & serves as a sounding board for theconflicting parties Growing area of legal practices 60% of cases in mediation reach settlementArbitrationNeutral third party can dictate an agreement Allows parties to avoid the high-costs of going to trial Always results in settlement
    103. 103. • Problem solving• Super co-ordinate goals• Expansion of resources• Avoidance• Smoothing• Compromise• Authoritative command• Altering the human variable• Altering the structural variables
    104. 104. MeditationClose your eyes – RelaxWear a Gentle SmileGo in deeper RelaxationDeep BreatheGently roll up your EyeballsSurrender to Subconscious MindHandover the problem to subconscious mind(Now go to sleep – Expectantly)Visualize Results / Express Gratefulness next morning(Before opening your eyes)
    105. 105. to delegate,all you needisfaithin the otherperson ...Andfaithmovesmountains !Delegation
    106. 106. If We Handle Life SituationsWell, the Conflict can bebetter Managed
    107. 107. Worry As Cause Of ConflictWorry As Cause Of ConflictWorryingforsituationswhich neverhappens. 40%Worryingforsituationswhich hashappened in thepast 30%Worryingforsituationswhich concerns others. 12%Worryingforillness which mayberealorimaginary 10%Situations which needs attention,Competenceand Opportunitytoprove.weshould not beworried but should beconcerned.8%Onecan avoid conflict ifweunderstand theabovelifesituations.
    108. 108. We listen &Find SolutionsEGOSELFRemain at Base LevelAccept Authority of OtherEGOOTHER PERSONEgo Cause Of Conflict-Ego Cause Of Conflict- MindMindBlockageBlockageWe hear & don’t Listen
    109. 109. TENSIONCONFLICTFRUSTRATIONHELPLESSNESSINSULTANGERDEPRESSIONSTRESSConflict A Silent KillerConflict A Silent KillerAGRESSION
    110. 110. Forgiveness is your BiggestAsset

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