Conflict Management By Ramesh

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Conflict Management By Ramesh

  1. 1. A Presentation on CONFLICT MANAGEMENT (Conflict & Negotiation) BY: Ramesh
  2. 2. Learning Objectives Learning Objectives 1. Define conflict. 2. Differentiate between the traditional, human relations, and integrationist views of conflict. 3. Contrast task, relationship, and process conflict. 4. Outline the conflict process. 5. Describe the five conflict-handling intentions. 6. Contrast distributive and integrative bargaining. 7. Identify the five steps in the negotiating process. 8. Describe cultural differences in negotiations.
  3. 3. What is Conflict? What is Conflict?  Conflict Defined – Is a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about. – Or simply disagreement between the two or more persons on any point.
  4. 4. How many parties are involved ??? How many parties are involved ???
  5. 5. Have faced a conflict in the past week? Have faced a conflict in the past week?
  6. 6. Contd…. Contd….  Internal  Interpersonal  Intragroup  Intergroup  International  Global
  7. 7. Various conflict in between Various conflict in between
  8. 8. Causes of conflict Causes of conflict
  9. 9. Transitions in Conflict Thought Transitions in Conflict Thought Traditional View of Conflict The belief that all conflict is harmful and must be avoided. Human Relations View of Conflict The belief that conflict is a natural occurrence in all groups and organization. Interactionist View of Conflict The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively.
  10. 10. Functional versus Dysfunctional Conflict Functional versus Dysfunctional Conflict Functional Conflict Conflict that supports the goals of the group and improves its performance. Dysfunctional Conflict Conflict that hinders group performance.
  11. 11. Types of Conflict Types of Conflict Task Conflict Conflicts over content and goals of the work. Process Conflict/ organizational conflict Conflict over how work gets done. Relationship Conflict Conflict based on interpersonal relationships. These conflicts are almost dysfunctional.
  12. 12. The Conflict Process The Conflict Process
  13. 13. t ct lliic ff n on o C C t t m gm g M M
  14. 14. Conflict Management Approaches Conflict Management Approaches Indirect Conflict Management Approaches appeal to common goals hierarchical referral organizational redesign scripts and myths Direct Conflict Management Approaches win-lose conflict win-win conflict lose-lose conflict (avoidance, accommodation/smoothing, compromise)
  15. 15. Assertive Compromising Unassertive Assertiveness Collaborating Competing Avoiding Accommodating Uncooperative Cooperative Cooperativeness
  16. 16. Avoidance Is Appropriate When...  You have no chance of satisfying your concerns  let people cool down Accommodation Is Appropriate When ...  You realize you are wrong  Issue is much more important to other party  To build up credit for later negotiations  To preserve harmony Competition Is Appropriate When...  No long term relationship  To protect yourself against untrustworthy parties  Unpopular courses of action need implementation  Issues are vital to your welfare
  17. 17. Contnd.. Contnd.. Collaboration Is Appropriate When ...  Both parties’ concerns are too important to be compromised  To gain commitment  Time is not an issue Compromising Is Appropriate When ...  Goals are less important to you than collaboration  Mutually exclusive goals  To achieve temporary settlements  Under intense time pressure
  18. 18. Conflict Resolution Techniques Conflict Resolution Techniques  Smoothing Playing down differences while emphasizing common interests between the conflicting parties.  Authoritative command. Management uses its formal authority to resolve the conflicts.  Altering the human variables. Uses behavioral change techniques as human relations training and alter attitude and behaviors that cause conflict.
  19. 19. n on iio t t a iia t ot o g eg e N N
  20. 20. Negotiation Negotiation Negotiation A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them. BATNA The Best Alternative To a Negotiated Agreement; the lowest acceptable value (outcome) to an individual for a negotiated agreement.
  21. 21. Bargaining Strategies Bargaining Strategies Distributive Bargaining Negotiation that seeks to divide up a fixed amount of resources; a win-lose situation. Integrative Bargaining Negotiation that seeks one or more settlements that can create a win-win solution.
  22. 22. What is the most important strategy for encouraging integrative bargaining?     Focusing on the problem, not the people Focusing on interests, not demands Creating new options for joint gain Focusing on what is fair
  23. 23. Tips for Managing Tips for Managing Workplace Conflict 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 focusing 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 • •

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