2. conflict management.pdf very important

CONFLICT MANAGEMENT IN
SPORTS
BY: Mr. R.S. Malhi {M.S.)
Former Chief Football Coach, NIS Patiala

Conflict Management
Context
Professional Development
Aim
Toenhance competence in Conflict
Management

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Conflict Management { ..0..-,f,
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WHAT ISCONFLICT?

Conflict Management
WHAT ISCONFLICT?
Conflict is when two people
or groups disagree and the
disagreement causes
friction.

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Conflict Management 0
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WHAT ISCONFLICT?
Conflict is defined as a clash
between individuals arising out
of a difference in
Thought process,
Attitudes,
Understanding,
Interests,
Requirements
Sometimes perceptions

Conflict Management
COMMON CONFLICTSITUATIONS IN SPORTSARE?
Disagreement from participants over a penalty /infringement
Perceived bias shown by the Coaches in the eyes of
participants/ coachee
Frustration shown by participants as a result of their level of
performance or the competition result
Misunderstanding of instructions or rulings
Sledging between participants
Disagreement in playing strategy

Conflict Management
REASONS FORCONFLICT
Perceptual Conflicts
Perceptual conflicts are the result of a
mutual misunderstanding.
Most of the parent/coach conflicts are in the
perceptual area.

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EXAMPLE
Perceptual Conflicts
"My child has been coming to your
academy for more than 3 weeks and I
feel there is no improvement in her
technique. I feel that you do not give
appropriate time/attention to her."
When parents come in to complain about
playing time they usually are complaining in
a subtle manner that the coach is not
treating their child fairly.

Conflict Management
REASONS FORCONFLICT
Values Conflict
Value conflicts are struggles over beliefs,
tenets or principles.
Value Conflict can happen with parents as
well as Coachees /Players, Support staff as
well as Management.

EXAMPLE
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Value Conflicts
Rajesh was made to sit on the bench
once he deliberately obstructed the
opposite player from striking. His parents
got furious and felt that it was excessive
punishment for what he did. What he
showed was aggression which is required
to WIN games and they were very upset
with the coach for not standing by them
in challenging the referee.

Conflict Management
REASONS FORCONFLICT
Tangible Conflict.
Tangible conflicts are those that can be
measured, shared or counted.
Money, personal benefits, or facilities are
some examples.

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EXAMPLE
Tangible Conflict
Ms A is Coach for the girls School
swimming team and Mr B is the coach
for Boys School Swimming team.
Inter school competition is to begin
next week and both of them want to
use the swimming pool from 5 am to 8
Am in the morning for practice.
This has led to a conflict between the
two of them

Conflict Management
REASONS FORCONFLICT
Interpersonal Conflict.
This is a conflict about "MY" feelings about
"YOU" as a person.
Interpersonal conflict is most often the
secondary result of another conflict
Misunderstandings and egos are the Biggest
reason for Interpersonal Conflict in sports

0
Conflict Management
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EXAMPLE
Absolute injustice. b;cc•st setback of my career: Sourav Ganculy on
captaincy sackinc in 2005
f ., e
d

Conflict Management
Conflict can be resolved
using different approaches.
These approaches are called
Conflict Resolution
Strategies

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Avoiding
Compromising
Thomas-Kilmann Model
Five Different Ways Of Handling Conflict
Accommodting Competing
Collaboration

Conflict Management
COOPERATIVENESS

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TWO DIMENSIONS OFMODEL
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ASSERTIVENESS
The degree to which
you try to satisfy
your own concerns
during conflict
COOPERATIVENESS

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TWO DIMENSIONS OFMODEL
COOPERATIVENESS
The degree to which you
try to satisfy the other
individuals' concerns
during conflict
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COOPERATIVENESS

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STRATEGY 1-AVOIDING
"Leave well enough alone''
Individual does not pursue his/her own concerns OR those of
the other person
Does not address the conflict (sidestepping, postponing,
withdrawing).
Someone who uses a strategy of "avoiding" mostly tries to
ignore or sidestep the conflict, hoping it will resolve itself or
dissipate.

Conflict Management
STRATEGY 2- ACCOMMODATING
''Kill your enemies with kindness"
Individual neglects his/her concerns to satisfy the concerns of
the other person
Self-sacrifice or yielding to another's point of view
Someone who uses the conflict resolution strategy of
"accommodating" tries to satisfy the concerns of the other
person at the expense of their own concerns.

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STRATEGY 3- COMPETING
''Might makes right''
Assertive & uncooperative, power-oriented mode to win his/her
position
Standing up for your rights, defending a position you believe is
correct, or simply trying to win
Someone who uses the conflict resolution strategy of "competing" tries
to satisfy their own desires at the expense of the other parties
involved.

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STRATEGY 4- COMPROMISING
"Split the difference"
Find an expedient, mutually acceptable solution that partially
satisfies both parties
Best suited for issues of intermediate importance
The strategy of "compromising" involves finding an acceptable
resolution that will partly, but not entirely, satisfy the concerns of all
parties involved.

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STRATEGY 5- COLLABORATION
''Two heads are better than one''
Works to find a solution that fully satisfies the concerns of both
Learns from the other's insights and tries to find a creative
solution
Using "collaboration" involves finding a solution that entirely
satisfies the concerns of all involved parties.

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TIPSTO RESOLVE CONFLICT
There are occasions when conflict in the sporting environment is inevitable,
however developing strategies to resolving them is an art that can be
mastered. The following tips may help you in resolving conflict.

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TIP 1
Be Professional:

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TIP 2
Remain Calm
•

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TIP 3
Address The Problem - Not The Emotions:

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TIP4
Effective Use Of Tools Of Communication

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TIP 5
Be Fair:
•

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TIP 6
Be Confident And Open:

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TIP 7
Be Firm

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. • .·•.
. .
'
:
' •. "
•'

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