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Stress and conflicts
THE EFFECT OF FRUSTRATION,
CONFLICT AND STRESS.
For a common person, distinction between motivation and emotional states (or feelings) is not important.
However, for a student of behavioral sciences or a researcher on human motivation, it is important to understand this distinction
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The document discusses personality types, causes of conflict, and strategies for managing conflict. It defines personality and describes the four main personality types: sanguine, choleric, melancholic, and phlegmatic. It also outlines five styles for managing conflict: competing, collaborating, compromising, accommodating, and avoiding. The document emphasizes that understanding personality differences is key to resolving conflicts effectively in work environments.
Resolving and Transforming Conflict
This document discusses resolving conflicts constructively through mediation and transforming conflicts in a positive manner. It provides tips for dealing with anger, listening effectively, and having constructive dialogues. The main approaches for dealing with conflicts are avoidance, aggression, accommodation, compromise and collaboration. Mediation is presented as an effective way to resolve disputes with an impartial third party helping parties come to an agreement. The goal is to move from merely resolving conflicts to transforming them in a way that builds understanding and positive relationships.
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This document discusses the causes and resolution of conflicts. It begins by defining conflict and explaining its origins at both societal and interpersonal levels, such as disputes over resources, misunderstandings, and differences in beliefs. It then focuses on dealing with anger during conflicts, noting health risks of uncontrolled anger and strategies like distancing oneself, relaxation, and talking with others. Regarding direct conflict resolution, it recommends clearly describing issues without attacks, listening to understand others' perspectives, and finding mutually agreeable solutions. The document concludes by emphasizing gentle communication, accepting criticism, and solution-focused discussion during conflict dialogues.
Conflicts and Stress
Conflict can arise from disagreements between individuals or groups and can take various forms such as interpersonal, intrapersonal, intragroup, and intergroup conflict. While conflict sometimes leads to innovation and change, it can also waste resources and time if not resolved properly. Stress is a mental, physical, or emotional strain that has various causes at the organizational and personal level and can negatively impact one's thoughts and emotions. Managing conflict and stress requires techniques such as maintaining a positive perspective, following grievance procedures, addressing underlying causes, giving all parties an equal voice, exercising, relaxing, and accepting things outside of one's control.
Mcp1 2
This document provides an overview of a presentation on conflict and stress management. It discusses key topics including the concepts of conflict and stress, sources of conflict at different levels, strategies for managing conflict, and causes and sources of stress. The presentation was submitted to Dr. S.K. Srivastava by a group of students including Ankita Srivastava for a class at C.S.J.M. University, Kanpur. It aims to define important terms, classify types of conflict and stress, and outline approaches for dealing with conflict and managing stress.
Conflict- Psychology
The document discusses different types of conflicts that can occur. It defines conflict as a state of tension between opposing desires, goals, or parties. Conflicts are classified as occurring between persons, between a person and their environment, or within a person. Internal conflicts include approach-approach conflicts, avoidance-avoidance conflicts, and approach-avoidance conflicts. The document also discusses methods for resolving conflicts, including task-oriented reactions that directly address the problem, and defense-oriented reactions that aim to escape or avoid the problem.
what is conflict and how to resolve
This document discusses conflict and conflict resolution. It defines conflict as occurring when one party perceives another has negatively affected something they care about. Common causes of conflict include scarce resources, differing attitudes and poor communication. There are different levels of conflict including organizational, group and individual. Conflict management strategies include competing, collaborating, compromising, avoiding and accommodating. Resolving intra-group conflict involves recognizing members' roles and realizing unity is stronger than division. Effective conflict resolution requires remaining calm, addressing issues not people, and finding a private space for discussion.
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Stress and conflicts
THE EFFECT OF FRUSTRATION,
CONFLICT AND STRESS.
For a common person, distinction between motivation and emotional states (or feelings) is not important.
However, for a student of behavioral sciences or a researcher on human motivation, it is important to understand this distinction
Personality Conflict and Management
The document discusses personality types, causes of conflict, and strategies for managing conflict. It defines personality and describes the four main personality types: sanguine, choleric, melancholic, and phlegmatic. It also outlines five styles for managing conflict: competing, collaborating, compromising, accommodating, and avoiding. The document emphasizes that understanding personality differences is key to resolving conflicts effectively in work environments.
Resolving and Transforming Conflict
This document discusses resolving conflicts constructively through mediation and transforming conflicts in a positive manner. It provides tips for dealing with anger, listening effectively, and having constructive dialogues. The main approaches for dealing with conflicts are avoidance, aggression, accommodation, compromise and collaboration. Mediation is presented as an effective way to resolve disputes with an impartial third party helping parties come to an agreement. The goal is to move from merely resolving conflicts to transforming them in a way that builds understanding and positive relationships.
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This document discusses the causes and resolution of conflicts. It begins by defining conflict and explaining its origins at both societal and interpersonal levels, such as disputes over resources, misunderstandings, and differences in beliefs. It then focuses on dealing with anger during conflicts, noting health risks of uncontrolled anger and strategies like distancing oneself, relaxation, and talking with others. Regarding direct conflict resolution, it recommends clearly describing issues without attacks, listening to understand others' perspectives, and finding mutually agreeable solutions. The document concludes by emphasizing gentle communication, accepting criticism, and solution-focused discussion during conflict dialogues.
Conflicts and Stress
Conflict can arise from disagreements between individuals or groups and can take various forms such as interpersonal, intrapersonal, intragroup, and intergroup conflict. While conflict sometimes leads to innovation and change, it can also waste resources and time if not resolved properly. Stress is a mental, physical, or emotional strain that has various causes at the organizational and personal level and can negatively impact one's thoughts and emotions. Managing conflict and stress requires techniques such as maintaining a positive perspective, following grievance procedures, addressing underlying causes, giving all parties an equal voice, exercising, relaxing, and accepting things outside of one's control.
Mcp1 2
This document provides an overview of a presentation on conflict and stress management. It discusses key topics including the concepts of conflict and stress, sources of conflict at different levels, strategies for managing conflict, and causes and sources of stress. The presentation was submitted to Dr. S.K. Srivastava by a group of students including Ankita Srivastava for a class at C.S.J.M. University, Kanpur. It aims to define important terms, classify types of conflict and stress, and outline approaches for dealing with conflict and managing stress.
Conflict- Psychology
The document discusses different types of conflicts that can occur. It defines conflict as a state of tension between opposing desires, goals, or parties. Conflicts are classified as occurring between persons, between a person and their environment, or within a person. Internal conflicts include approach-approach conflicts, avoidance-avoidance conflicts, and approach-avoidance conflicts. The document also discusses methods for resolving conflicts, including task-oriented reactions that directly address the problem, and defense-oriented reactions that aim to escape or avoid the problem.
what is conflict and how to resolve
This document discusses conflict and conflict resolution. It defines conflict as occurring when one party perceives another has negatively affected something they care about. Common causes of conflict include scarce resources, differing attitudes and poor communication. There are different levels of conflict including organizational, group and individual. Conflict management strategies include competing, collaborating, compromising, avoiding and accommodating. Resolving intra-group conflict involves recognizing members' roles and realizing unity is stronger than division. Effective conflict resolution requires remaining calm, addressing issues not people, and finding a private space for discussion.
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Personal issues like emotions, attitudes, moods, personality and values affect one's organizational behavior. Emotions are intense but brief feelings directed at someone or something, while moods are less intense and longer lasting. Attitudes consist of affective, behavioral and cognitive components and can influence work performance. Personality is determined by heredity, environment and situations. Common personality tests measure traits like extroversion. Values represent preferences for modes of behavior and goals. Emotions, moods, attitudes, personality and values can all impact work through their effects on judgment, motivation and interactions with others.
Frustration
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Conflict (types and causes),conflict resolution
The document discusses the concept of conflict from various perspectives. It provides over 20 definitions and explanations of conflict from different fields such as linguistics, psychology, sociology, and management. Some key points made are:
1) Conflict involves a struggle or disagreement between two or more parties/ideas that cannot be resolved simultaneously. It arises from incompatible goals, needs or actions.
2) Conflict occurs at various levels from individuals to groups, societies and nations. It can be overt through direct confrontation or latent underlying tensions.
3) Different types of conflict are identified including approach-approach, avoidance-avoidance, and approach-avoidance conflicts which involve choosing between options with positive and negative attributes.
4)
Psychology: Frustration
Frustration occurs when a person is blocked from achieving a desired outcome. There are internal sources like unattainable goals, mental sources like conflicts in the mind, and external sources from the environment like natural calamities or economic factors. A person's tolerance for frustration can be high or low - those with high tolerance can overcome challenges without frustration while those with low tolerance get frustrated more easily from failures or inability to perform tasks well. The effects of repeated frustration can include losing confidence, giving up on goals due to lack of confidence, and becoming depressed from continued failed attempts to achieve goals.
Understanding conflict
Conflict can arise between individuals, groups, or nations when they perceive their needs or interests are incompatible or threatened. It occurs due to competing over limited resources, disagreeing over facts, perceiving threats or unjust treatment, miscommunication, prejudices, or destructive behaviors. Conflict management styles include competing (assertive and uncooperative), accommodating (cooperative and unassertive), compromising (moderate assertiveness and cooperation), avoiding (unassertive and uncooperative), and collaborating (assertive, cooperative, and seeking win-win solutions).
Personality Types
The presentation provides information on understanding and dealing with people of various personalities.
Coping Strategies
Conflict arises due to differences in opinions, attitudes, beliefs or needs between individuals or groups. There are various sources of conflict including personality clashes, differing wants/needs/values, assumptions, interests, tension, power and influence. Conflicts have negative effects on job satisfaction, absenteeism, health, costs and performance. Organizations must manage conflicts through coping strategies like assessing personalities, senior level intervention, confrontation, and brainstorming to reduce impacts. Effective coping involves diagnosing issues, initiating behavior changes, listening to different perspectives, avoidance or compromise.
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The document discusses attribution theory, which proposes that people try to explain events by attributing them to either internal causes like ability or effort, or external causes like task difficulty or luck. According to Fritz Heider, attributions can be internal, related to personality and beliefs, or external, related to situational pressures. Effective use of attribution involves applying it where people are thinking of causes, and providing internal rather than external attributions, allowing the receiver to think for themselves.
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Cheerleading involves leading crowds, supporting schools and teams, working together as a squad, and advancing skills through support of one another. Conflicts can arise from issues like bickering, poor attitudes, substance use, or lack of preparation. Effective communication is key to resolving conflicts. Captains must avoid abusing their power through threats or punishments and instead use assertive communication tactics like stopping to think and listen before responding. Addressing the root issues, managing emotions, and finding creative solutions can help diffuse conflicts within cheer squads.
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This document discusses managing aggression and anger. It begins by exploring whether anger is good or bad, distinguishing between anger as an emotion and aggression as a behavior. It then discusses types of aggression, where aggression is learned from, and consequences of aggression for victims and aggressors. The document provides steps to manage anger and aggression, including identifying triggers, channeling anger through various outlets, building empathy, and becoming assertive. Communication styles are contrasted and assertive communication is encouraged. The bystander effect is also addressed.
Assertiveness 2.0
. “Assertiveness basically means the ability to express your thoughts and feelings in a way that clearly states your needs and keeps the lines of communication open with the other”.
An honest, direct, and appropriate expression of one's feelings, thoughts, and beliefs.
Assertive People
Communicate (irrespective of where they stand and on any topic) clearly and respectfully their
Wants,
Needs,
Positions, and
Boundaries to others.
Do not
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This document discusses strategies for evaluating and improving relationships. It covers rewards and costs in relationships based on social penetration theory. Rewards are the pleasures from a relationship while costs are the problems. Communication strategies discussed include aggression, regrettable talk, criticism, complaints, avoidance, and defensive communication. The document also outlines steps for resolving conflicts, including intrapersonal and interpersonal evaluation of problems and discussing possible solutions. Finally, it provides tips for improving relationships through endurance, work ethic, personal happiness, and moving slowly in transitioning online relationships to in-person.
Attribution theory
Attribution theory proposes that people make causal explanations for behaviors and events, classifying them as either internal/dispositional (due to traits and abilities) or external/situational (due to outside factors). However, people are subject to attribution biases like the fundamental attribution error of overemphasizing internal causes for others' behaviors. Kelley's covariation model examines consensus, distinctiveness, and consistency of behaviors to determine whether to attribute them internally or externally. People also differ in attributional style, with optimists explaining negatives externally and positives internally versus pessimists.
FRUSTRATION AND CONFLICT.pptx
This document discusses frustration and conflict. It defines frustration as occurring when a goal-directed activity is blocked, creating unpleasant emotions. Conflict is defined as a painful state resulting from opposing wishes. The document outlines sources of frustration, reactions to frustration, types of conflicts including approach-approach and avoidance-avoidance, and methods for resolving frustration and conflicts such as changing goals, seeking advice, and avoiding indecision. The overall objective is to help participants better understand and resolve conflicts and frustrations in their lives and work.
Frustration ppt
The document defines frustration and conflict, describes their causes and types, and discusses methods for resolving conflict. It defines frustration as the blocking of a desire and notes it has internal and external causes. Conflict is defined as incompatible goals that create emotional tension. The types of conflict are described as interpersonal, person-environment, and intrapersonal, as well as approach-approach, avoidance-avoidance, and more. Methods for resolving conflict include win-lose, lose-lose, and win-win approaches, as well as styles like competing, compromising, collaborating, and accommodating.
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Personal issues like emotions, attitudes, moods, personality and values affect one's organizational behavior. Emotions are intense but brief feelings directed at someone or something, while moods are less intense and longer lasting. Attitudes consist of affective, behavioral and cognitive components and can influence work performance. Personality is determined by heredity, environment and situations. Common personality tests measure traits like extroversion. Values represent preferences for modes of behavior and goals. Emotions, moods, attitudes, personality and values can all impact work through their effects on judgment, motivation and interactions with others.
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Conflict (types and causes),conflict resolution
The document discusses the concept of conflict from various perspectives. It provides over 20 definitions and explanations of conflict from different fields such as linguistics, psychology, sociology, and management. Some key points made are:
1) Conflict involves a struggle or disagreement between two or more parties/ideas that cannot be resolved simultaneously. It arises from incompatible goals, needs or actions.
2) Conflict occurs at various levels from individuals to groups, societies and nations. It can be overt through direct confrontation or latent underlying tensions.
3) Different types of conflict are identified including approach-approach, avoidance-avoidance, and approach-avoidance conflicts which involve choosing between options with positive and negative attributes.
4)
Psychology: Frustration
Frustration occurs when a person is blocked from achieving a desired outcome. There are internal sources like unattainable goals, mental sources like conflicts in the mind, and external sources from the environment like natural calamities or economic factors. A person's tolerance for frustration can be high or low - those with high tolerance can overcome challenges without frustration while those with low tolerance get frustrated more easily from failures or inability to perform tasks well. The effects of repeated frustration can include losing confidence, giving up on goals due to lack of confidence, and becoming depressed from continued failed attempts to achieve goals.
Understanding conflict
Conflict can arise between individuals, groups, or nations when they perceive their needs or interests are incompatible or threatened. It occurs due to competing over limited resources, disagreeing over facts, perceiving threats or unjust treatment, miscommunication, prejudices, or destructive behaviors. Conflict management styles include competing (assertive and uncooperative), accommodating (cooperative and unassertive), compromising (moderate assertiveness and cooperation), avoiding (unassertive and uncooperative), and collaborating (assertive, cooperative, and seeking win-win solutions).
Personality Types
The presentation provides information on understanding and dealing with people of various personalities.
Coping Strategies
Conflict arises due to differences in opinions, attitudes, beliefs or needs between individuals or groups. There are various sources of conflict including personality clashes, differing wants/needs/values, assumptions, interests, tension, power and influence. Conflicts have negative effects on job satisfaction, absenteeism, health, costs and performance. Organizations must manage conflicts through coping strategies like assessing personalities, senior level intervention, confrontation, and brainstorming to reduce impacts. Effective coping involves diagnosing issues, initiating behavior changes, listening to different perspectives, avoidance or compromise.
Promoting self esteem and self ideas
This document discusses promoting self-esteem. It defines key terms like self-esteem and self-concept. It describes the components of self-esteem like physical self, personal identity, and development of self-esteem. It outlines Erikson's stages of development and discusses manifestations of low self-esteem like withdrawal and sensitivity to criticism. It also discusses focal, contextual and residual stimuli that influence behavior. The document concludes with the role of nurses in promoting patients' self-esteem through family support, open communication, and maintaining professional standards of care.
School conflict
Conflict is a natural part of social interactions and schools are not immune. Sources of conflict in schools can include differences in goals, values, perceptions, and shared resources among teachers, students, and administrators. When handled constructively, conflicts can promote social change and development. As the leaders, administrators can strive to manage conflicts effectively through various techniques like ensuring rules support innovation, recognizing approaches that prevent conflicts, and helping parties communicate respectfully. The ultimate goal is an educational setting where all feel heard and supported in their roles to enhance teaching and learning.
Attitude
Attitude which represent ones belief, feeling and ideas , action, tendency towards object and ideas. When a person feels about something ,about a place, commodity and a situation or an idea is called attitude.
Big 5 personality and open education
This document discusses how the Big 5 personality traits (extraversion, agreeableness, conscientiousness, neuroticism, and openness) may affect participation in open education environments. It provides background on the Big 5 model and describes how each trait is usually measured using online questionnaires. The author proposes investigating whether aspects of open education cause people to alter their personalities. Participants are invited to complete an online personality test considering open education and discuss their results in a workshop, which could inform an ethnographic study on this topic.
Attribution Theory
The document discusses attribution theory, which proposes that people try to explain events by attributing them to either internal causes like ability or effort, or external causes like task difficulty or luck. According to Fritz Heider, attributions can be internal, related to personality and beliefs, or external, related to situational pressures. Effective use of attribution involves applying it where people are thinking of causes, and providing internal rather than external attributions, allowing the receiver to think for themselves.
Conflict workshop
Cheerleading involves leading crowds, supporting schools and teams, working together as a squad, and advancing skills through support of one another. Conflicts can arise from issues like bickering, poor attitudes, substance use, or lack of preparation. Effective communication is key to resolving conflicts. Captains must avoid abusing their power through threats or punishments and instead use assertive communication tactics like stopping to think and listen before responding. Addressing the root issues, managing emotions, and finding creative solutions can help diffuse conflicts within cheer squads.
Attitude
A basic and simple ppt on " Concept and types of Attitude in OB". Simply explaining what is Attitude, and also the five types of attitudes in organizational behaviour.
Being at peace with conflict
This document discusses being at peace with conflict through developing an "opponent's practice" relational stance. It describes how we often view conflict as a "negative other" that we seek to eliminate. The authors propose cultivating curiosity towards our "negative otherness" to foster openness to diverse perspectives. An opponent's practice involves maintaining relational connection even during tension and exploring conflict through joint reflection. This allows multiplicity to emerge and more inclusive conversations, potentially leading to greater peace within ourselves and in our work with clients.
Aggression management for peer moderators
This document discusses managing aggression and anger. It begins by exploring whether anger is good or bad, distinguishing between anger as an emotion and aggression as a behavior. It then discusses types of aggression, where aggression is learned from, and consequences of aggression for victims and aggressors. The document provides steps to manage anger and aggression, including identifying triggers, channeling anger through various outlets, building empathy, and becoming assertive. Communication styles are contrasted and assertive communication is encouraged. The bystander effect is also addressed.
Assertiveness 2.0
. “Assertiveness basically means the ability to express your thoughts and feelings in a way that clearly states your needs and keeps the lines of communication open with the other”.
An honest, direct, and appropriate expression of one's feelings, thoughts, and beliefs.
Assertive People
Communicate (irrespective of where they stand and on any topic) clearly and respectfully their
Wants,
Needs,
Positions, and
Boundaries to others.
Do not
Make demands of other people or
Lash out if requests are not met
Don't shy away from
Defending their points of view or goals, or
Trying to influence others to see their side.
Chapter 8 Part 2 Cst110
This document discusses strategies for evaluating and improving relationships. It covers rewards and costs in relationships based on social penetration theory. Rewards are the pleasures from a relationship while costs are the problems. Communication strategies discussed include aggression, regrettable talk, criticism, complaints, avoidance, and defensive communication. The document also outlines steps for resolving conflicts, including intrapersonal and interpersonal evaluation of problems and discussing possible solutions. Finally, it provides tips for improving relationships through endurance, work ethic, personal happiness, and moving slowly in transitioning online relationships to in-person.
Attribution theory
Attribution theory proposes that people make causal explanations for behaviors and events, classifying them as either internal/dispositional (due to traits and abilities) or external/situational (due to outside factors). However, people are subject to attribution biases like the fundamental attribution error of overemphasizing internal causes for others' behaviors. Kelley's covariation model examines consensus, distinctiveness, and consistency of behaviors to determine whether to attribute them internally or externally. People also differ in attributional style, with optimists explaining negatives externally and positives internally versus pessimists.
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FRUSTRATION AND CONFLICT.pptx
This document discusses frustration and conflict. It defines frustration as occurring when a goal-directed activity is blocked, creating unpleasant emotions. Conflict is defined as a painful state resulting from opposing wishes. The document outlines sources of frustration, reactions to frustration, types of conflicts including approach-approach and avoidance-avoidance, and methods for resolving frustration and conflicts such as changing goals, seeking advice, and avoiding indecision. The overall objective is to help participants better understand and resolve conflicts and frustrations in their lives and work.
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The document defines frustration and conflict, describes their causes and types, and discusses methods for resolving conflict. It defines frustration as the blocking of a desire and notes it has internal and external causes. Conflict is defined as incompatible goals that create emotional tension. The types of conflict are described as interpersonal, person-environment, and intrapersonal, as well as approach-approach, avoidance-avoidance, and more. Methods for resolving conflict include win-lose, lose-lose, and win-win approaches, as well as styles like competing, compromising, collaborating, and accommodating.
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Conflict arises when two or more parties perceive incompatible goals or needs. It can be caused by competing for scarce resources, disagreements over facts, perceived threats, miscommunication, or destructive behaviors. There are two main responses to conflict - avoidance or direct confrontation. Avoidance includes evading the cause of conflict, ignoring the other party, or denying there is an issue. Direct confrontation aims for a peaceful dialogue, but can escalate to verbal or physical aggression if emotions run high. Unresolved conflict can negatively impact health, self-confidence, productivity, and relationships. Different styles for managing conflict include competing (assertive, uncooperative), accommodating (unassertive, cooperative), compromising (moderate on both), avoiding (un
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This document discusses different types of conflict:
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2. Intragroup conflict happens among members of a team due to interpersonal disagreements or differences in views. Intergroup conflict occurs between different teams in an organization due to varied goals and interests.
3. Conflict styles include competing (advocating one's own needs over others), accommodating (yielding to others' needs), avoiding (not addressing the conflict), compromising (tradeoffs to satisfy both sides), and collaborating (finding a win-win solution by addressing all needs).
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This document defines conflict as a state of mind where one cannot decide between two or more desires or goals. It identifies interpersonal, person-environment, and intrapersonal as the three main sources of conflict. The document also describes the different types of conflict including approach-approach, avoidance-avoidance, approach-avoidance, and double approach-avoidance. It explains conflict resolution as a constructive process for ending disagreements and lists some common styles and methods like compromising, collaborating, accommodating, win-lose, lose-lose, and win-win approaches. Finally, it emphasizes the importance of conflict management for nurses and some principles like remaining calm, maintaining relationships, listening, exploring options, and being aware
Conflict Management.pptx
Title: Conflict Management Essentials
Slide 1: Title Slide
Title: Conflict Management Essentials
Subtitle: Navigating Challenges in the Workplace
Your Name
Date
Slide 2: Introduction
Briefly introduce the topic of conflict management.
Explain why it's essential in the workplace.
Set the tone for the presentation.
Slide 3: Understanding Conflict
Define conflict and its types (e.g., interpersonal, intrapersonal, organizational).
Provide examples of common workplace conflicts.
Slide 4: Causes of Conflict
Identify common causes of conflict in professional settings.
Discuss the role of miscommunication and misunderstandings.
Slide 5: The Impact of Conflict
Highlight the negative consequences of unresolved conflicts.
Emphasize how conflicts can affect productivity, morale, and relationships.
Slide 6: Conflict Resolution Styles
Present different conflict resolution styles (e.g., avoidance, accommodation, collaboration).
Explain when each style is most appropriate.
Slide 7: Conflict Resolution Process
Outline a step-by-step conflict resolution process.
Include strategies for active listening and empathy.
Slide 8: Communication Skills
Provide tips on effective communication during conflicts.
Address non-verbal communication and body language.
Slide 9: Managing Emotions
Discuss the importance of emotional intelligence in conflict management.
Offer techniques for managing emotions during disputes.
Slide 10: Mediation and Third-Party Involvement
Explain the role of mediation in resolving conflicts.
Discuss when and how to involve a third party (e.g., HR, supervisor).
Slide 11: Case Studies
Share real-world examples of conflict scenarios and their resolutions.
Highlight successful conflict management techniques.
Slide 12: Conflict Prevention
Offer strategies for preventing conflicts before they escalate.
Emphasize the importance of creating a positive work environment.
Slide 13: Tools and Resources
Mention conflict management tools and resources available to employees.
Include books, courses, and conflict resolution software.
Slide 14: Q&A
Open the floor for questions and discussion.
Slide 15: Conclusion
Summarize key points.
Reinforce the importance of conflict management skills.
Thank the audience for their attention.
Slide 16: Contact Information
Provide your contact details for further inquiries.
Slide 17: Thank You
Express your gratitude for the audience's time and attention.
Invite them to connect with you for more information.
Slide 18: Additional Resources
List recommended reading materials or websites for further learning.
Slide 19: References
Cite any sources or references used in the presentation.
Slide 20: Questions?
Reiterate the opportunity for questions and discussion.
Remember to use engaging visuals, concise text, and clear graphics to complement your presentation on SlideShare.net. Keep the slides visually appealing and ensure that the content flows logically to effectively convey the importance of conflict management in the workplace.
Adjustment, conflict and frustration
Adjustment is a continual process by which a person varies their behavior to maintain a harmonious relationship between themselves and their environment. It allows individuals to balance their needs with what their environment can provide and helps them change in response to situational demands. Well-adjusted people are physically and psychologically healthy, socially accepted, self-aware, and have balanced aspirations. Maladjustment occurs when there is disharmony between a person and their environment due to conflicts between their abilities and what their environment can offer. People use defense mechanisms and processes like rationalization, projection, and sublimation to cope with frustration and reduce anxiety.
FRUSTRATION & CONFLICT- Psychology.pptx
This document discusses sources of frustration and conflict for physiotherapy and nursing students and methods for managing them. It defines frustration and conflict, noting that frustration can be caused by external environmental factors, internal physical or mental factors, or conflicts between desires. There are several types of conflict, including approach-approach, avoidance-avoidance, and approach-avoidance conflicts. The document recommends methods for resolving conflicts, such as identifying sources, finding compromises, seeking advice, and using ego defense mechanisms. It stresses the importance of managing frustration and conflict for students' well-being.
stress
Stress can be defined as the body's nonspecific response to any demand placed upon it. There are two main types of stress - eustress, which is good stress that motivates, and distress, which is harmful stress. Stressors are stimuli that cause stress responses. Adaptation is the process by which organisms or species change to accommodate their environment. Adjustment involves an individual's adaptive responses to environmental demands while maintaining harmony. Cognitive appraisal of stress involves primary appraisal of an event's threat and secondary appraisal of one's ability to cope. Stress can produce physiological, emotional, behavioral, and cognitive reactions. Factors like past experiences, perceived control, and social support influence stress levels.
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The document discusses conflict management in organizations. It defines conflict as a state of incompatibility between ideas or opposing forces. There are two main types of conflict: horizontal between peers, and vertical between different levels in the organization hierarchy. Common causes of conflict include differences in goals, limited resources, and unclear roles. If not managed properly, conflict can lead to stress, absenteeism, and decreased productivity in organizations. However, conflict is also an inevitable and sometimes healthy part of organizational dynamics if handled sensitively. The document outlines different strategies for managing conflict such as collaborating to find win-win solutions, competing to win at others' expense, avoiding issues, accommodating others, and compromising to find fast solutions. It concludes that
Module 2 --conflict management part 1
This document discusses the nature and types of conflict, as well as the conflict management process. It defines conflict as a disagreement between incompatible goals, needs or ideas. There are two main types: cognitive conflict, which involves differences in perspectives, and affective conflict, which is emotional and can be destructive. The document asserts that a moderate level of cognitive conflict in an organization can stimulate new ideas and improve performance, but too much conflict leads to chaos. It outlines the stages in the conflict process from a latent potential for conflict to an eventual outcome. Functional conflict is resolved well while dysfunctional conflict is mishandled.
Ppt on Conflict
This document discusses the nature and sources of conflict. It defines conflict as a serious disagreement or argument. There are several views of conflict - the traditional view sees it as harmful, the human relations view sees it as natural and inevitable, and the interactionist view sees it as necessary for group performance. Conflict arises from potential opposition, cognition and personalization of issues, intentions to act, behaviors, and outcomes. Main sources include aggression, competition, frustration, clashes in values and interests, cultural influences, and misinformation. The document outlines different types of conflicts at the individual, group, and organizational levels and describes strategies for preventing and handling conflicts.
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Conflict
- 1. CONFLICT MR.ANISH.V.A .M.Sc (N),M.Sc (C&P) PRINCIPAL & HOD IN PSYCHIATRIC NURSING MURLIDHAR COLLEGE OF NURSING, RAJKOT
- 3. Introduction • One cause of stress. • Painful state or condition of an individual leads to emotional tension. • Conflict occurs when one has to select between equally desirable or equally undesirable goals. These desires are contradictory in nature and cannot satisfy fully at same time.
- 4. Definition • Conflict means a painful emotional state, which results from a tension between opposed and contradictory wishes.(Douglas and Holland)
- 7. Types of conflict • Approach-approach conflict • A situation involving a choice between two equally desirable but incompatible alternatives. • Ex.- there are a two courses that you want to take, but they are scheduled for the same time. • Avoidance-avoidance conflict • Conflict whereby one must choose between two more or less equally undesirable or unattractive goals. • decide between doing unwanted homework (avoidance) and doing unwanted house chores (avoidance).
- 8. • Approach-avoidance conflict • both positive and negative effects or characteristics that make the goal appealing and unappealing simultaneously. • For example, marriage is a momentous decision that has both positive and negative aspects. Multiple approach-avoidance conflict • number of alternatives and each one is positive or negative. An example of this is making a visit to a foreign city.
- 9. Internal conflicts • Conflicts may be between one person and another or between a person and his environment or may be within the person himself. • Conflict within a person is called internal conflicts, conflicts between one’s motives, desires, sentiments and attitudes. • Internal conflicts may be conscious or unconscious. • In conscious case we aware of the causes or resources of our conflicts. • In unconscious case, we are not aware of the real motives causing conflicts.
- 12. Resolution of conflicts • Identify the causes and try to change or control it, learn to accept it. • Check everything before taking a decision. • Review the situation again. • Change our goals or modify our desires. • Substitute our goals by others, which are equally satisfying but are different and achievable. • Seek advice from experts, parents, relatives or friends. • Encourage full expression of positive and negative feelings within an accepting atmosphere. • Avoid hesitancy