The document discusses the inevitability of conflicts in life and business, emphasizing the importance of managing them effectively through various techniques. It outlines different conflict styles (competing, accommodating, avoiding, compromising, collaborating) and their appropriate contexts, as well as strategies for resolution such as negotiation, compromise, and expert mediation. The role of emotions in conflict management is also highlighted, with tips on how to navigate them constructively.

1. CONFLICT
MANAGEMENT
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December 2021
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2. Conflicts are part of life and
are inevitable. We should not
avoid them.
Sometimes even conflicts can
be helpful to identify scenarios
that we did not anticipate in the
beginning.
As business analysts, we
should have some techniques
in our armor which would help
us to resolve conflicts.
Why Manage
Conflicts?
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3. CONFLICT
MANAGE
MENT
What is Conflict?
Conflict Styles
Techniques for
Managing
Conflicts
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4. WHAT IS CONFLICT?
What is
conflict?
Conflict is a struggle
between stakeholders
who perceive they have
incompatible goals.
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5. CONFLICTS
Negative
Wasted resources
and energy spent
dealing with the
conflict
Decreased
productivity
Lowered
motivation
Decreased
morale
Poor decision-
making
Trust Issues
Toxic culture
Positive
Better
information
Better choices
Reduces anxiety
Encourages
collaboration
Increases
understanding
Speeds decision
making
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6. CONFLICT
MANAGEMENT
The tools, process and
procedure for managing
conflict
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7. EMOTIONS ARE VITAL
DURING CONFLICT
MANAGEMENT
 Emotions play strong role
during conflicts.
 Negative emotions cause
intense and even irrational
behavior leading to a break
down.
 Appoint a facilitator to keep
tab on emotions
 If emotions run high, allow
a cool-off period

8. CONFLICT
STYLES
Kilmann
Thomas
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9. CONFLICT STYLES
Competing
Accommodating
Avoiding
Compromising
Collaborating
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10. GOALS
Competing: Goal is to win.
Accommodating: Goal is to
yield.
Avoiding: Goal is to delay.
Compromising: Goal is to find
a middle ground.
Collaborating: Goal is to
ensure parity of goals.
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11. COMPETING
Quick, decisive action is vital-e.g.,
emergencies
Unpopular courses of action need
implementing-e.g., cost cutting,
enforcing unpopular rules, discipline
When you know you're right
To protect against people who take
advantage of noncompetitive behavior.
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12. ACCOMMODATING
The issue is much more important to
the other person than to you, As a
goodwill gesture to help maintain a
relationship;
To build up social credits for later
issues which are important to you;
Continued competition would only
damage your cause-when you are
outmatched and losing.
Preserving harmony and avoiding
disruption are especially important.
This is courting behavior.
You realize that you are wrong. To
allow a better position to be heard, to
learn from others, and to show that
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13. AVOIDING
An issue is trivial, or when other
more important issues are pressing.
You perceive no chance of satisfying
your concerns-e.g., when you have
low power, or you are frustrated by
something which would be very
difficult to change
The potential damage of
confronting a conflict outweighs the
benefits of its resolution.
Gathering more information
outweighs the advantages of an
immediate decision.
To let people cool-down. To reduce
tensions to a productive level and to
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14. COMPROMISING
Goals are moderately important,
but not worth the effort or
potential disruption of more
assertive modes.
Each side has equal power, and
both are strongly committed to
mutually exclusive goals-are in
labor-management bargaining.
To achieve temporary
settlements to complex issues.
To arrive an expedient solution
under time pressure.
As a backup mode when
collaboration or competition fails
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15. COLLABORATING
To find an integrative solution.
Your objective is to learn-e.g., test
your own assumptions, understand
the views of others.
To merge insights from people with
different perspectives on a problem.
To gain commitment by
incorporating other's concerns into
a consensual decision.
To work through hard feelings
which have been interfering with an
interpersonal relationship.
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16. CONFLICT
MANAGEMENT TIPS
CONNECT CLARIFY CONFIRM CONTRACT

17. CONFLICT
MANAGEMENT
TIPS
Listen Actively
Have Empathy
Watch Body Language
Have patience
Think from other stakeholder’s point of
view
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18. CONFLICT
RESOLUTION
TECHNIQUES
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19. RATIONALE INVESTIGATION
Often stakeholders state
something as their need.
The real need can be quite
different from the stated need.
Investigate the rationale behind
the conflict.
Use this information to resolve the
conflict.
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20. DISCUSSION / NEGOTIATION
Make all conflicting parties
discuss and negotiate a solution
to the conflict.
Encourage conflicting parties to
exchange information, arguments,
and opinions.
Try to convince one another of
each other’s viewpoints in order
to reach an agreeable solution.
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21. COMPROMISE
Encourage conflicting parties to
find a compromise between
alternative solutions.
In contrast to an agreement, a
compromise consists of an
amalgamation of different parts of
alternative solutions.
Also, a compromise can mean that
all alternative solutions as
proposed so far are discarded and
entirely new solutions are
creatively developed.
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22. VOTING
Conduct voting among all
conflict parties on solution
alternatives.
Present alternatives up for
voting to all relevant
stakeholders.
Each stakeholder casts her
vote for an alternative and
the alternative with the
most votes is accepted as
the resolution for the
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23. DEFINITION OF VARIANTS
Find a way to develop the
system in a way that
permits
variants/alternatives.
This way, the system can
satisfy the different
interests of stakeholders.
This is indeed a great
method that can be
considered a win-win.
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24. EXPERT OPINION / MEDIATION
Allow an external expert to
choose the right option.
Ensure the expert is
unbiased with respect to
the decision.
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25. DECISION MATRIX
Create a table that contains
solution alternatives in
columns and all relevant
decision criteria in rows.
Provide weight to evaluation
criteria. Multiply weight
with alternative
performance rating.
Calculate sums of columns
in order to find a solution.
Accept solution alternative
with the highest score.
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26. OVERRULING
If all other methods fail,
request the sponsor to
decide.
This technique is only
advisable if other
resolution techniques have
failed or are not applicable
due to limitations of
resources (e.g., time).
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27. RESOURCES
National Institute of Advanced
Conflict Resolution
http://www.niacr.org/
Art of Facilitation, by Dale Hunter
Thomas/Kilmann Conflict Style
Instrument
http://www.kilmanndiagnostics.co
m/catalog/thomas-kilmann-
conflict-mode-instrument
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28. THANK YOU!
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