presentation on conflict management

1. Conflict Management

2. What is conflict?
 Conflict is generally defined as the internal
or external discord that results from
differences in ideas, values or feelings
between two or more people.
 As managers have interpersonal
relationships with people having a variety
of values, beliefs, backgrounds & goals,
conflict is the expected outcome.

3. Conflict
Conflict is when two or more values,
perspectives and opinions are contradictory in
nature and haven't been aligned or agreed about
yet, including:
 Within yourself when you're not living according to
your values;
 When your values and perspectives are threatened;
or
 Discomfort from fear of the unknown or from lack of
fulfillment.

4. Conflict is inevitable and often good and it
is often needed as it:
 Helps to raise and address problems.
 Energizes work to be on the most
appropriate issues
 Helps people “be real”, for example, it
motivates them to participate.
 Helps people learn how to recognize and
benefit from their differences.

5.  Conflict is not the same as discomfort.
 The conflict is not the problem - it is when
conflict is poorly managed that is the
problem.

6. Types of conflict
 Based on where it occurs:
1. Intrapersonal conflict – within an individual in
situations where he/ she must choose between
two alternatives.
2. Interpersonal conflict – Conflict between two or
more individuals. Occurs because of different
values, goals, perceptions etc.
3. Organizational conflict - Conflict occur in
organizations due to differing perceptions or
goals. It may be interpersonal or intrapersonal,
but they originate in the structure & function of
an organization.

7. Common causes of conflict
 Vertical conflict
 Horizontal conflict
 Line staff conflict
 Role conflict
 Domain ambiguities
 Resource scarcity
 Power or value asymmetries

8. Conflict process
1. Latent conflict (antecedent conditions)
2. Perceived or substantive conflict
3. Felt or affective conflict
4. Manifest or overt conflict
5. Conflict resolution/ conflict management
6. Conflict aftermath

9. Outcomes of conflict:
 Lose-lose: no one achieves his or her true desires
and the underlying reasons for conflict remain
unaffected.
 Competition: uses force, superior skill, or domination
to win a conflict.
 Compromise: occurs when each party to the conflict
gives up something of value to the other.
 Win-lose: one party achieves its desires and the
other party does not.
 Collaboration involves working through conflict
differences and solving problems so everyone wins.
 Win-win the conflict is resolved to everyone’s
benefit.

10. Effects of conflict in
organisations
 Stress
 Absenteeism
 Staff turnover
 De motivation
 Non productivity

11.  The optimal goal in resolving conflict is
creating a win- win solution for all involved.
This outcome is not possible in every
situation, and often the manager‘s goal is
to manage the conflict in a way that
lessens the perceptual differences that
exist between the involved parties.

12. Conflict management
 It is the process of planning to avoid
conflict where possible and organizing to
resolve conflict where it does happen , as
rapidly and smoothly as possible.

13. Conflict management
 Conflict management is the process of limiting
the negative aspects of conflict while increasing
the positive aspects of conflict.
 The aim of conflict management is to enhance
learning and group outcomes, including
effectiveness or performance in organizational
setting
 Properly managed conflict can improve group
outcomes.

14. Conflict management styles:
 There are 5 strategies from conflict management
theory for managing stressful situation.
1. Avoidance
2. Accommodation
3. Competition
4. Compromise
5. Collaboration

15. Conflict management styles:
1. Avoidance or withdrawal (no winners/no losers): In
the avoiding approach, the parties involved are aware
of a conflict but choose not to acknowledge it or
attempt to resolve it.
2. Accommodation or smoothing (lose/win): In the
cooperating approach, one party sacrifices his or her
beliefs and allows the other party to win. The actual
problem is usually not solved in this win-lose situation.
3. Competition or authoritative command (win/lose): The
competing approach is used when one party pursues
what it wants at the expense of the others. Because
only one party wins, the competing party seeks to win
regardless of the cost to others.

16. Conflict management styles:
4. Compromise (win some/lose some):
In compromising, each party gives up something it wants
for compromising not to result in a lose-lose situation,
both parties must be willing to give up something of equal
value.
5. Collaboration or problem solving (win/win):
Teamwork and cooperation help everyone achieve their
goals while also maintaining relationships. Collaborating
is an assertive and cooperative means of conflict
resolution that results in a win-win solution. In
collaboration, all parties set aside their original goals and
work together to establish a superordinate or priority
common goal. In doing so, all parties accept mutual
responsibility for reaching the superordinate goal.

17. Steps to manage conflict
Maccoby and Studder identify five steps to
managing conflict.
 Anticipate – Take time to obtain information that
can lead to conflict.
 Prevent – Develop strategies before the conflict
occurs.
 Identify – If it is interpersonal or procedural,
quickly manage it.
 Manage – Remember that conflict is emotional
 Resolve – React, without blame, and you will
learn through dialogue.

18. MANAGE AND RESOLVE CONFLICT SITUATIONS
1. Collective bargaining - agreed mechanisms for groups of
people who may be antagonistic (e.g. management and
workers) to collectively discuss and resolve issues.
2. Conciliation - third party to help disputants reach an
agreement.
3. Negotiation - This is the process where mandated
representatives of groups in a conflict situation meet together
in order to resolve their differences and to reach agreement.
4. Mediation - When negotiations fail or get stuck, independent
mediator will try to facilitate settlement of the conflict, advises
both or all groups, acts as intermediary and suggests
possible solution.
5. Arbitration - Means the appointment of an independent
person to act as an adjudicator (or judge) in a dispute, to
decide on the terms of a settlement.

19. Tips for Managing Workplace Conflict
 Build good relationships before conflict occurs
 Do not let small problems escalate; deal with
them as they arise
 Respect differences
 Listen to others’ perspectives on the conflict
situation
 Acknowledge feelings before focussing on facts
 Focus on solving problems, not changing people
 If you can’t resolve the problem, turn to
someone who can help
 Remember to adapt your style to the situation
and persons involved

20. Remember
 Conflict management is the responsibility
of all employees
 Understanding your style can assist in
working with others
 All styles have their place, but
collaboration is the best for most work
situations

21. Avoiding the conflict is more less
pleasurable than facing it and ...
Facing the conflict is more pleasurable
than avoiding it ...

22. THANK YOU