The document discusses conflict, including defining it, explaining its causes and escalation, and methods for managing and resolving it. It notes that two main causes of conflict are a lack of communication and unmet expectations. When faced with conflict, the biological response is fight or flight, and conflict escalation should be avoided, as it becomes harder to deescalate over time. The document outlines a four step process for managing conflict and discusses various conflict resolution methods like avoidance, accommodation, problem solving, and compromise.

1. CONFLICT
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2. 2
Program Objectives
Conflict
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Explain the difference between a
disagreement and a conflict.
Explain the six causes of conflicts.
Explain the importance of talking out a
conflict.
Use two-way and assertive communication skills
to level with people, to accept feedback from
them, and to discuss/resolve problems.

3. 7
Conflict Model
Conflict
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Compete Collaborate
Avoid Accommodate
Compromise
Uncooperative Cooperative
Level of Cooperation
Assertive
Passive
Levelof
Assertiveness

4. Conflict theory is the theory that conflict is the natural order.
It came from the Marxist belief that conflict is caused by competition for
resources.
Conflict theory was originally limited to economics, yet has expanded.
The theory has continued to develop for many years.
9
Conflict Theory
(1 of 5)
Conflict
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5. 15
Conflict Theory Summary
Conflict
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A lack of
communication:
people aren’t aware
of what others are
feeling unless they
are told.
Unmet
expectations:
people expect
someone to
behave a certain
way, and when
they don’t, they
become
frustrated.
The best way to
handle these two
causes is to
communicate and
to have high
expectations.
Two of the main causes of conflict are a lack of communication and unmet
expectations.

6. 18
Symptoms Of Conflict
(3 of 4)
Conflict
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The employee (or employees) involved display no desire to communicate.
Bad tempers are evident.
Productivity is falling.
Morale is slipping.

7. Some people are
more likely to
confront the issue
(fight), while others
are more likely to
avoid the issue
(flight).
What is your usual
response?
Which is more
effective? Each
response can be
effective in different
situations.
20
Fight or Flight?
Conflict
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When faced with a conflict, the biological response is the Fight or Flight
Response.

8. 21
Conflict Escalation
(1 of 3)
Conflict
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Latent Conflict
Overt Conflict
Power Struggle
Violence

9. 22
Conflict Escalation
(2 of 3)
Conflict
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Conflict escalation
should be avoided,
because once it
escalates, it is very
difficult to
deescalate.
Latent Conflict:
Conflict that is
under the surface.
It is from tension
and frustration,
yet has not
erupted.
Overt Conflict:
Conflict that has
been exposed. It is
from
disagreements and
begins
confrontation.

10. 24
Dealing With Resistance
Conflict
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The Five "A‘s"
Avoidance Acceptance
Adaptation Adamancy
Attack (Push back)

11. 27
Causes of Conflict
(1 of 3)
Conflict
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1
Conflicts of belief:
People have different personal beliefs, and any deviation
from those beliefs is bound to cause problems.
This type of conflict must not be allowed to erupt in an
organization.

12. People’s
perspectives vary by
how they look at
situations: by the
figure or by the
ground.
Some people see
the “big picture,”
while others see
small details.
People are capable
of perceiving
situations in both
ways, and their
perception may
vary depending on
the situation.
Both perspectives
can be useful.
38
Figure/Ground
(2 of 2)
Conflict
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13. CONFLICT MANAGEMENT

14. 42
Conflict Management 4 Steps
Conflict
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1. Define the nature of the conflict
2. Determine the underlying factors of the conflict.
3. Identify the stage of the conflict.
4. Choose the appropriate action to resolve the conflict.

15. 48
Conflict
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5 Methods To Handle Conflict
(2 of 6)
1
Avoidance
Avoiding pending conflicts can sometimes squash a potential
outburst.
A sudden difference of opinion can immediately result in
conflict.
If a manager can justify avoidance (on the basis that it is a
conflict of belief, attitude or the like) and can change the subject
before the situation gets out of hand, the situation may be
perceived as unimportant, and the parties often forget the
problem.

16. DEFUSE A CONFLICT

17. 63
Conflict
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Defuse A Conflict
(3 of 5)
3
Teach employees that when working,
their productivity and contribution to the
organization is more important than their
personal status.

18. Doomed to Fail:
Organizations that avoid
conflict or work on it in
ways that destroy
relationships are
inevitably doomed to fail.
Ensured Success:
Organizations that
anticipate conflict and work
on it in ways that keep
relationships intact are
inevitably ensured greater
success.
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Conflict
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Organizational Conflict

19. 84
Conflict
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Why Focus on Interests
Active listening is accomplished by...
Concentrating on the message you hear. Getting the main ideas (content).
Identifying feelings. Providing appropriate feedback.

20. 104
Conflict
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Causes of Conflict Deadlocks
(5 of 5)
Destructive patterns of behavior or interaction
Unequal control, ownership and/or distribution of resources
Unequal power and authority
Geographical, physical or environmental factors that hinder cooperation

21. 122
Conflict
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Gender And Conflict
Men are more apt to
withdraw from a
conflict situation
than women.
Women want to get
closer, talk about it
and resolve it.
Typically, men are
more logical, and
women are more
emotional.
Conflicts arise
because men and
women don’t
understand each
other’s “language”.

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