Conflict mamagement...piyush sharma DAIMSR nagpur
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its my seminar presentation on conflict management.i am piyush sharma,student of one of the best institute of vidarbha DAIMSR nagpur..
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Conflict
The document discusses the concept of conflict, defining it as the perception of differences in opinions, interests, or goals that negatively affect something a party cares about. It notes conflict is natural and can be functional or dysfunctional. The document outlines various views on conflict and describes the stages of conflict from potential incompatibility to outcomes. It also discusses types of conflict at the individual, group, and organizational levels and methods for managing conflict, including resolution techniques like problem solving, compromise, and altering human or structural variables.
Conflict management
Conflict is defined as an expressed struggle between two interdependent parties who perceive incompatible goals, scarce resources, or interference in achieving their goals. Conflicts can originate from differences in beliefs, values, interests, desires, or competition over scarce resources. While conflict can encourage eliminating groupthink and improve group performance with task conflicts, escalating conflicts typically yield negative results. The conflict process involves potential opposition, personalization of conflict, intentions to address it, behaviors taken, and outcomes. Conflict management aims to improve situations and strengthen relationships through proactive and collaborative approaches. Blake and Mouton's conflict grid shows different conflict approaches from avoidance to collaboration. Conflict resolution techniques include problem solving, compromise, altering behaviors or structures.
Organizational conflict
This document defines organizational conflict and describes its types and nature. It discusses substantive and emotional conflict, and how conflict differs from competition. It outlines various levels of conflict including intra-individual, inter-individual, intra-group, inter-group, intra-organizational, and inter-organizational. The document also lists some potential positive and negative effects of conflict. Finally, it introduces several approaches for resolving conflict, such as avoidance, competition, accommodation, compromise, and collaboration.
Confilct and conflict resolution
This document provides an overview of conflict and conflict resolution. It defines conflict as a struggle between two or more opposing forces that creates tension requiring resolution. The document discusses different views of conflict, types of conflict, levels of conflict including individual, group and organizational, and positive and negative aspects of conflict. It also outlines the process of conflict from latent to manifest stages. Finally, it explores various strategies for resolving conflicts within and between groups, such as problem solving, organization redesign, superordinate goals, and expanding resources.
Organization Conflict
Conflict is defined as a difference of opinions or interests between parties. It occurs when parties cannot agree on a course of action and perceive that another party will negatively impact something they value. Conflict can be functional and improve group performance by stimulating change, or dysfunctional and hinder performance by creating distrust. Conflict exists at the intra-individual, interpersonal, intra-group, intergroup, intra-organizational, and inter-organizational levels and can be caused by factors like role incompatibility, information deficiencies, and differences in goals between parties.
Conflict managment
This document outlines key aspects of conflict management including types, sources, stages, effects, coping strategies, and styles of conflict. It discusses intra-individual, interpersonal, intergroup, and organizational conflicts. The stages of conflict progression include latent conflict, awareness, frustration, tension, antagonism, disagreement, and threats. Effective conflict management includes avoiding or withdrawing, accommodating, competing, compromising, and collaborating to solve problems. Negotiation aims to satisfy all parties through a win-win orientation.
CONFLICT
CONFLICT, TYPES OF CONFLICT , VIEWS REGARDING CONFLICT , CONFLICT PROCESS , METHODS OF RESOLVING CONFLICT
Conflict Management, Conflict process
Conflict refers to disagreements that arise from differences in opinions, goals, or views between individuals or groups. There are several types of conflict, including intra-individual, interpersonal, intra-group, and inter-group. Conflicts are generally inevitable and can have both positive and negative effects on organizations. Conflict arises through a process that includes latent conflict, perceived conflict, felt conflict, manifest conflict, and conflict aftermath. Proper conflict management is important for organizational success.
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Conflict
The document discusses the concept of conflict, defining it as the perception of differences in opinions, interests, or goals that negatively affect something a party cares about. It notes conflict is natural and can be functional or dysfunctional. The document outlines various views on conflict and describes the stages of conflict from potential incompatibility to outcomes. It also discusses types of conflict at the individual, group, and organizational levels and methods for managing conflict, including resolution techniques like problem solving, compromise, and altering human or structural variables.
Conflict management
Conflict is defined as an expressed struggle between two interdependent parties who perceive incompatible goals, scarce resources, or interference in achieving their goals. Conflicts can originate from differences in beliefs, values, interests, desires, or competition over scarce resources. While conflict can encourage eliminating groupthink and improve group performance with task conflicts, escalating conflicts typically yield negative results. The conflict process involves potential opposition, personalization of conflict, intentions to address it, behaviors taken, and outcomes. Conflict management aims to improve situations and strengthen relationships through proactive and collaborative approaches. Blake and Mouton's conflict grid shows different conflict approaches from avoidance to collaboration. Conflict resolution techniques include problem solving, compromise, altering behaviors or structures.
Organizational conflict
This document defines organizational conflict and describes its types and nature. It discusses substantive and emotional conflict, and how conflict differs from competition. It outlines various levels of conflict including intra-individual, inter-individual, intra-group, inter-group, intra-organizational, and inter-organizational. The document also lists some potential positive and negative effects of conflict. Finally, it introduces several approaches for resolving conflict, such as avoidance, competition, accommodation, compromise, and collaboration.
Confilct and conflict resolution
This document provides an overview of conflict and conflict resolution. It defines conflict as a struggle between two or more opposing forces that creates tension requiring resolution. The document discusses different views of conflict, types of conflict, levels of conflict including individual, group and organizational, and positive and negative aspects of conflict. It also outlines the process of conflict from latent to manifest stages. Finally, it explores various strategies for resolving conflicts within and between groups, such as problem solving, organization redesign, superordinate goals, and expanding resources.
Organization Conflict
Conflict is defined as a difference of opinions or interests between parties. It occurs when parties cannot agree on a course of action and perceive that another party will negatively impact something they value. Conflict can be functional and improve group performance by stimulating change, or dysfunctional and hinder performance by creating distrust. Conflict exists at the intra-individual, interpersonal, intra-group, intergroup, intra-organizational, and inter-organizational levels and can be caused by factors like role incompatibility, information deficiencies, and differences in goals between parties.
Conflict managment
This document outlines key aspects of conflict management including types, sources, stages, effects, coping strategies, and styles of conflict. It discusses intra-individual, interpersonal, intergroup, and organizational conflicts. The stages of conflict progression include latent conflict, awareness, frustration, tension, antagonism, disagreement, and threats. Effective conflict management includes avoiding or withdrawing, accommodating, competing, compromising, and collaborating to solve problems. Negotiation aims to satisfy all parties through a win-win orientation.
CONFLICT
CONFLICT, TYPES OF CONFLICT , VIEWS REGARDING CONFLICT , CONFLICT PROCESS , METHODS OF RESOLVING CONFLICT
Conflict Management, Conflict process
Conflict refers to disagreements that arise from differences in opinions, goals, or views between individuals or groups. There are several types of conflict, including intra-individual, interpersonal, intra-group, and inter-group. Conflicts are generally inevitable and can have both positive and negative effects on organizations. Conflict arises through a process that includes latent conflict, perceived conflict, felt conflict, manifest conflict, and conflict aftermath. Proper conflict management is important for organizational success.
Conflict management
This document discusses conflict management in organizations. It defines organizational conflict as discord that arises between incompatible goals of individuals or groups. Conflict can be caused by limited resources, communication barriers, personality clashes, and differing values and goals. Conflict can have negative effects like stress and reduced productivity, but also positive effects like new ideas and problem solving. Conflicts are classified into types like dysfunctional, functional, and levels like inter-group and interpersonal. Theories of conflict management include Blake and Mouton's grid, Thomas-Kilmann model, and Rahim's dual concern theory. Collaboration is the best method that creates a win-win outcome, while mediation and arbitration involve third parties to facilitate agreement.
Conflict Management 101
This document provides an overview of conflict management concepts and tools. It defines conflict as a natural part of life that can both tear relationships apart and bind them together. Conflict arises from differences in interests, values, power, resources, and more. While conflict can be destructive, it also serves important functions like establishing identity and building new relationships. The document outlines various conflict analysis and resolution tools, including mapping stakeholders, assessing power dynamics, and understanding parties' positions, interests, and needs. The overall objective is to manage conflict positively through joint problem-solving and consensus building.
types of conflict
There are several types of conflict discussed in the literature:
1) Cognitive vs affective conflict, with cognitive being task-oriented and affective being emotional.
2) Relationship, task, and process conflict, with relationship stemming from incompatibilities, task from disagreements, and process from disagreement over approach.
3) Content vs relational conflict, with content being about issues and relational being about individuals.
4) Denial of identity/needs, domination conflicts, and high stakes distributional conflicts which are particularly likely to cause intractable conflicts.
ORGANISATIONAL BEHAVIOUR- Organisational conflict
ORGANISATIONAL BEHAVIOUR- Organisational conflict
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CONSEQUENCES OF CONFLICT
TYPES OF CONFLICT
MANAGEMENT OF CONFLICT
CONFLICT RESOLUTION
Conflict Process
This document discusses conflict and conflict resolution. It defines conflict as a disagreement between people with differing ideas, perspectives, priorities or beliefs. The document outlines various types of conflict, including functional vs. dysfunctional conflict, and individual, group, and organizational conflict. It then discusses different approaches to conflict resolution, including accommodation, avoidance, competition, compromise, and collaboration. The goal of conflict resolution is to address each side's needs and reach an agreement.
Conflict Management ELAB6814
Conflict arises from incompatible goals, interests or values between individuals or groups. It can be constructive by improving decision making or destructive by hindering performance. There are various models of the conflict process including potential opposition, cognition, intentions, behaviors and outcomes. Conflict may be stimulated functionally through approaches like devil's advocacy or dialectical debate. Dysfunctional conflict should be managed through addressing personal or structural causes, using third party assistance, and integrative or distributive negotiation techniques. Overall, optimal organizational performance requires managing conflict at a moderate, constructive level.
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This document discusses organizational conflict and types of conflict. It defines conflict as opposition or disputes between individuals, groups, or ideas. Conflicts can emerge within or between organizations. The document outlines various sources of conflict including organizational change, personality clashes, and differing values. It categorizes conflicts as individual, group, or organizational level and describes interpersonal and intrapersonal conflict in more detail. Both positive and negative effects of conflict are presented. The document concludes with discussing procedures for resolving conflicts such as diagnosing issues, identifying conflict handling modes, and allowing parties to settle issues through mediation or mutual problem solving.
Organisational conflicts and resolution
This document discusses organizational conflicts and resolution. It defines organizational conflict as discord caused by opposing needs, values, and interests between coworkers. There are three levels of conflict: intrapersonal within individuals, interpersonal between individuals, and intergroup across groups. Sources of conflict include organizational change, personality clashes, different values, faulty communication, and distrust. While conflicts can negatively impact communication, motivation, and stress, they can also encourage new ideas and better decision-making if resolved constructively. Methods for resolving conflicts mentioned are compromising, forcing, avoiding, smoothing over, and confronting issues. The document emphasizes resolving conflicts respectfully through open communication and finding mutually agreeable solutions.
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The document discusses the topic of conflict in business organizations. It defines conflict and describes different types of conflict including goal conflict, affective conflict, cognitive conflict, and procedural conflict. It then discusses different views of conflict in business, including the traditional view that conflict is bad, the human relations view that conflict is inevitable, and the interactionist view that functional conflict can be good. The document outlines the stages of conflict including potential opposition, cognition and personalization, behavior, and outcomes. It also discusses methods for resolving conflict such as passive resolution, win-win solutions, structured problem solving, confronting conflict, and selecting a better alternative.
conflict
This document defines conflict and discusses different types of conflict. It begins by defining conflict as the expression of hostility, negative attitudes, and misunderstanding. It then discusses three views of conflict: the traditional view which sees conflict as negative, the human relations view which sees conflict as natural and sometimes beneficial, and the modern view which sees a minimum level of conflict as necessary for group performance. The document outlines types of functional/constructive and dysfunctional/destructive conflict and different levels of conflict including individual, group, organizational, intra-group, and inter-group conflict.
Conflict Transformation & Integrated Conflict Management Systems
This document discusses conflict transformation and integrated conflict management systems (ICMS). It defines conflict transformation as a process that transforms relationships between parties and leads to social and political changes. Key thinkers in the field like John Paul Lederach and Johan Galtung developed both the theory and practice of conflict transformation. An ICMS takes a holistic approach and incorporates conflict resolution into daily operations through a culture of open dissent and multiple access points for addressing issues. Both conflict transformation and ICMS view conflict as a normal part of relationships and seek to address its root causes at various levels through interest-based and capacity building approaches.
Conflict resolution
This document discusses conflict resolution. It defines conflict and identifies sources of conflict such as competition over limited resources. Conflict can be functional or dysfunctional for organizations. Functional conflict involves open-minded exploration of ideas that can lead to innovation, while dysfunctional conflict involves anger and antagonism. The document outlines models for types of conflict, the conflict process, and styles of conflict management, including forcing, collaboration, compromising, avoiding, and accommodating styles. Managers must determine if a conflict is functional or dysfunctional in order to apply the proper resolution approach.
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The document defines conflict and discusses different views on conflict. It describes the traditional, human relations, and interactionist views. The document then outlines the stages of conflict as potential opposition, cognition and personalization, intentions, behavior, and outcomes. It also discusses sources of conflict, types of conflict including functional and dysfunctional, and techniques for conflict resolution such as problem solving, compromise, and collaboration.
Conflict resolution
Conflict resolution involves facilitating a peaceful end to conflict through communication and collective negotiation. There are a variety of conflict resolution methods, including negotiation, mediation, diplomacy, and peacebuilding. Conflict resolution styles are informed by individuals' level of concern for themselves and others, with cooperation seen as the most effective style as it involves finding solutions agreeable to all parties. Culture also influences approaches to conflict resolution, as direct communication may be considered rude in some cultures.
Conflict Theories by Abid Zafar
This document discusses conflict theories and terminology. It defines conflict and explores explanations for conflict including communication theory, human needs theory, and abuse of power. It then examines approaches for responding to conflict such as conflict management, mediation, and peacekeeping. Finally, it outlines ways of overcoming conflict including conflict resolution, peace-building, and conflict transformation.
CONFLICT MANAGEMENT
Introduction
Characteristics of conflict
Views of conflict
Source of conflict
Functional & dysfunctional conflict
Levels & types of conflict
Ways to manage conflict
Tips for managing conflict
Conclusion
Conflict resolution
The document discusses family conflicts and resolution approaches. It covers:
1) Conflicts exist due to incompatible goals and interests between parties and generate negative attitudes. Latent conflicts must become visible to resolve. Resolution addresses incompatibilities while transformation focuses on relationships.
2) Modern conflict resolution uses rational problem solving to achieve win-win outcomes. Gandhi advocated for mediation over litigation to empower parties and transform conflicts.
3) Family mediation is an alternative to adversarial courts that can help reconcile ruptured relationships through settlement agreements parties design themselves.
Conflict
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Negative Consequences of conflict
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Conflict Management conflict
Conflict resolution
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This document discusses conflict management techniques. It defines conflict as an open clash between two or more parties or a disagreement. It then outlines several conflict management techniques including conflict resolution techniques like defining the problem, problem solving meetings, smoothing over differences, and compromise. It also discusses conflict stimulation techniques like using ambiguous messages and adding outsiders to increase conflict. The document emphasizes that conflict can decline an organization if not effectively managed.
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This document discusses techniques for enhancing interpersonal skills to manage conflict. It discusses recognizing emotions in others through empathy, developing emotional bonds with people through trust and respect, and being sensitive to others' motivations. Effective communication techniques include listening to others, admitting mistakes, and developing self-awareness. Working as an effective team member requires keeping a positive attitude, greeting people, and recognizing each person's feelings and opinions.
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Conflict management
This document discusses conflict management in organizations. It defines organizational conflict as discord that arises between incompatible goals of individuals or groups. Conflict can be caused by limited resources, communication barriers, personality clashes, and differing values and goals. Conflict can have negative effects like stress and reduced productivity, but also positive effects like new ideas and problem solving. Conflicts are classified into types like dysfunctional, functional, and levels like inter-group and interpersonal. Theories of conflict management include Blake and Mouton's grid, Thomas-Kilmann model, and Rahim's dual concern theory. Collaboration is the best method that creates a win-win outcome, while mediation and arbitration involve third parties to facilitate agreement.
Conflict Management 101
This document provides an overview of conflict management concepts and tools. It defines conflict as a natural part of life that can both tear relationships apart and bind them together. Conflict arises from differences in interests, values, power, resources, and more. While conflict can be destructive, it also serves important functions like establishing identity and building new relationships. The document outlines various conflict analysis and resolution tools, including mapping stakeholders, assessing power dynamics, and understanding parties' positions, interests, and needs. The overall objective is to manage conflict positively through joint problem-solving and consensus building.
types of conflict
There are several types of conflict discussed in the literature:
1) Cognitive vs affective conflict, with cognitive being task-oriented and affective being emotional.
2) Relationship, task, and process conflict, with relationship stemming from incompatibilities, task from disagreements, and process from disagreement over approach.
3) Content vs relational conflict, with content being about issues and relational being about individuals.
4) Denial of identity/needs, domination conflicts, and high stakes distributional conflicts which are particularly likely to cause intractable conflicts.
ORGANISATIONAL BEHAVIOUR- Organisational conflict
ORGANISATIONAL BEHAVIOUR- Organisational conflict
CAUSES OF CONFLICT
CONSEQUENCES OF CONFLICT
TYPES OF CONFLICT
MANAGEMENT OF CONFLICT
CONFLICT RESOLUTION
Conflict Process
This document discusses conflict and conflict resolution. It defines conflict as a disagreement between people with differing ideas, perspectives, priorities or beliefs. The document outlines various types of conflict, including functional vs. dysfunctional conflict, and individual, group, and organizational conflict. It then discusses different approaches to conflict resolution, including accommodation, avoidance, competition, compromise, and collaboration. The goal of conflict resolution is to address each side's needs and reach an agreement.
Conflict Management ELAB6814
Conflict arises from incompatible goals, interests or values between individuals or groups. It can be constructive by improving decision making or destructive by hindering performance. There are various models of the conflict process including potential opposition, cognition, intentions, behaviors and outcomes. Conflict may be stimulated functionally through approaches like devil's advocacy or dialectical debate. Dysfunctional conflict should be managed through addressing personal or structural causes, using third party assistance, and integrative or distributive negotiation techniques. Overall, optimal organizational performance requires managing conflict at a moderate, constructive level.
Interpersonal and Organisational Conflict
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This document discusses organizational conflict and types of conflict. It defines conflict as opposition or disputes between individuals, groups, or ideas. Conflicts can emerge within or between organizations. The document outlines various sources of conflict including organizational change, personality clashes, and differing values. It categorizes conflicts as individual, group, or organizational level and describes interpersonal and intrapersonal conflict in more detail. Both positive and negative effects of conflict are presented. The document concludes with discussing procedures for resolving conflicts such as diagnosing issues, identifying conflict handling modes, and allowing parties to settle issues through mediation or mutual problem solving.
Organisational conflicts and resolution
This document discusses organizational conflicts and resolution. It defines organizational conflict as discord caused by opposing needs, values, and interests between coworkers. There are three levels of conflict: intrapersonal within individuals, interpersonal between individuals, and intergroup across groups. Sources of conflict include organizational change, personality clashes, different values, faulty communication, and distrust. While conflicts can negatively impact communication, motivation, and stress, they can also encourage new ideas and better decision-making if resolved constructively. Methods for resolving conflicts mentioned are compromising, forcing, avoiding, smoothing over, and confronting issues. The document emphasizes resolving conflicts respectfully through open communication and finding mutually agreeable solutions.
Lecture 1, what is conflict
The document discusses the topic of conflict in business organizations. It defines conflict and describes different types of conflict including goal conflict, affective conflict, cognitive conflict, and procedural conflict. It then discusses different views of conflict in business, including the traditional view that conflict is bad, the human relations view that conflict is inevitable, and the interactionist view that functional conflict can be good. The document outlines the stages of conflict including potential opposition, cognition and personalization, behavior, and outcomes. It also discusses methods for resolving conflict such as passive resolution, win-win solutions, structured problem solving, confronting conflict, and selecting a better alternative.
conflict
This document defines conflict and discusses different types of conflict. It begins by defining conflict as the expression of hostility, negative attitudes, and misunderstanding. It then discusses three views of conflict: the traditional view which sees conflict as negative, the human relations view which sees conflict as natural and sometimes beneficial, and the modern view which sees a minimum level of conflict as necessary for group performance. The document outlines types of functional/constructive and dysfunctional/destructive conflict and different levels of conflict including individual, group, organizational, intra-group, and inter-group conflict.
Conflict Transformation & Integrated Conflict Management Systems
This document discusses conflict transformation and integrated conflict management systems (ICMS). It defines conflict transformation as a process that transforms relationships between parties and leads to social and political changes. Key thinkers in the field like John Paul Lederach and Johan Galtung developed both the theory and practice of conflict transformation. An ICMS takes a holistic approach and incorporates conflict resolution into daily operations through a culture of open dissent and multiple access points for addressing issues. Both conflict transformation and ICMS view conflict as a normal part of relationships and seek to address its root causes at various levels through interest-based and capacity building approaches.
Conflict resolution
This document discusses conflict resolution. It defines conflict and identifies sources of conflict such as competition over limited resources. Conflict can be functional or dysfunctional for organizations. Functional conflict involves open-minded exploration of ideas that can lead to innovation, while dysfunctional conflict involves anger and antagonism. The document outlines models for types of conflict, the conflict process, and styles of conflict management, including forcing, collaboration, compromising, avoiding, and accommodating styles. Managers must determine if a conflict is functional or dysfunctional in order to apply the proper resolution approach.
Conflict & organization change
The document defines conflict and discusses different views on conflict. It describes the traditional, human relations, and interactionist views. The document then outlines the stages of conflict as potential opposition, cognition and personalization, intentions, behavior, and outcomes. It also discusses sources of conflict, types of conflict including functional and dysfunctional, and techniques for conflict resolution such as problem solving, compromise, and collaboration.
Conflict resolution
Conflict resolution involves facilitating a peaceful end to conflict through communication and collective negotiation. There are a variety of conflict resolution methods, including negotiation, mediation, diplomacy, and peacebuilding. Conflict resolution styles are informed by individuals' level of concern for themselves and others, with cooperation seen as the most effective style as it involves finding solutions agreeable to all parties. Culture also influences approaches to conflict resolution, as direct communication may be considered rude in some cultures.
Conflict Theories by Abid Zafar
This document discusses conflict theories and terminology. It defines conflict and explores explanations for conflict including communication theory, human needs theory, and abuse of power. It then examines approaches for responding to conflict such as conflict management, mediation, and peacekeeping. Finally, it outlines ways of overcoming conflict including conflict resolution, peace-building, and conflict transformation.
CONFLICT MANAGEMENT
Introduction
Characteristics of conflict
Views of conflict
Source of conflict
Functional & dysfunctional conflict
Levels & types of conflict
Ways to manage conflict
Tips for managing conflict
Conclusion
Conflict resolution
The document discusses family conflicts and resolution approaches. It covers:
1) Conflicts exist due to incompatible goals and interests between parties and generate negative attitudes. Latent conflicts must become visible to resolve. Resolution addresses incompatibilities while transformation focuses on relationships.
2) Modern conflict resolution uses rational problem solving to achieve win-win outcomes. Gandhi advocated for mediation over litigation to empower parties and transform conflicts.
3) Family mediation is an alternative to adversarial courts that can help reconcile ruptured relationships through settlement agreements parties design themselves.
Conflict
Conflict
nature
Functional vs Dysfunctional
Positive Consequences of conflict
Negative Consequences of conflict
Stages
Conflict and performance
Type of conflict
Intra Individual conflict
Inter personal conflict
inter group conflict
Organizational conflict
Conflict Management conflict
Conflict resolution
The concept of conflict , being an outcome of behaviors, is an integral part of human life. Where ever there is interaction, there is conflict.
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Conflict Transformation & Integrated Conflict Management Systems
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Enchansing interpersonal skills to handle conflict management
This document discusses techniques for enhancing interpersonal skills to manage conflict. It discusses recognizing emotions in others through empathy, developing emotional bonds with people through trust and respect, and being sensitive to others' motivations. Effective communication techniques include listening to others, admitting mistakes, and developing self-awareness. Working as an effective team member requires keeping a positive attitude, greeting people, and recognizing each person's feelings and opinions.
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The key differences between mediation, adjudication, arbitration, and litigation are also summarized, such as costs, timeframes,
Conflict Analysis and Peace Building
Here is a case study for the groups to analyze using the 3 Ps framework:
The conflict in South Sudan between government forces and opposition groups over control of the country and allocation of resources. Allow 30 minutes for groups to analyze using People, Politics and Place.
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Interpersonal conflict and conflict management.
The document discusses interpersonal conflict and conflict management. It defines interpersonal conflict as occurring when one person's goals cannot be achieved if another's goals are achieved. It notes common myths about conflict, such as that it should always be avoided or damages relationships. The document also outlines various causes of conflict including intimacy issues, power struggles, personal flaws, distrust, and social or cultural differences. It presents principles of conflict management, including that conflict is inevitable but can have positive or negative aspects depending on how the content and relationship are handled, as well as different conflict styles and cultural influences.
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The document discusses the nature of conflict, including the types and levels of conflict that can occur within organizations. It describes the conflict process and impact of conflict. The document also examines approaches to managing conflict, including various resolution strategies, and the role of leadership in dealing with conflict.
Conflict management
The document discusses different types of conflicts that can occur within individuals and between groups. It describes intra-personal conflicts that occur within an individual, inter-personal conflicts between two individuals, intra-group conflicts between members of the same group, and inter-group conflicts between different groups. It also discusses potential causes of conflicts, such as psychological needs, resources, values, and provides examples of different types of conflicts.
Conflict management ppt
This document provides an overview of conflict management. It defines conflict and discusses views of conflict. It describes characteristics of conflict including that it requires at least two parties with incompatible goals. Sources of conflict include differences in beliefs and scarce resources. The document outlines functional conflict that works towards goals and dysfunctional conflict that blocks goals. It also discusses levels of conflict such as individual, group, and organizational and types such as interpersonal and intergroup. Approaches to managing conflict include avoidance, competition, accommodation, compromise, and collaboration. Tips for managing conflict effectively are provided.
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The document discusses conflict, defining it as opposition or incompatible behavior between interdependent parties. It notes that conflict is a natural part of organizational life and can be beneficial if managed properly. The document outlines different levels of conflict, from interpersonal to organizational, and types, such as intra-group and inter-group. It introduces models for handling conflict, including competing, collaborating, compromising, avoiding, and accommodating, noting collaboration leads to win-win solutions. Managing conflict effectively includes addressing its symptoms and using approaches that strengthen relationships.
CONFLICT.pptx
Conflict arises when the needs of individuals or groups are incompatible. It can occur between individuals, within groups, or between groups. Symptoms of unresolved conflict include tensions, decreased productivity, and low morale. While conflict is sometimes seen as negative, it is a natural and inevitable result of human interaction. If managed constructively through collaboration or compromise, conflict has the potential to stimulate creativity, clarify views, and enable positive social change. However, if left unaddressed it can damage relationships, polarize opinions, and reduce cooperation. The optimal level of conflict for group productivity is moderate rather than no conflict or too much conflict.
Conflict management ppt
Pradeep Kumar
Research Scholar
I.D. No. PX-11034
Email-Pradeep.prasar@gmail.com
More With Less
The document discusses techniques for dealing with team dysfunction caused by economic pressures like recession. It describes how the recession can negatively impact workplaces by limiting resources and creating unobtainable goals, leading to conflicts. Conflicts arise from differences in data, interests, values, relationships and structures. The presentation outlines various responses to conflict and provides suggestions for addressing relationship and interpersonal issues through interventions focused on communication, roles and problem solving. The goal is to help teams function effectively despite challenges imposed by difficult economic conditions.
Document (5).pdf
This document discusses conflict management in teams. It defines conflict and describes its characteristics, sources, and different views. There are functional and dysfunctional types of conflict. Conflict can occur at the individual, group, and organizational levels. The main ways to manage conflict are avoidance, competition, accommodation, compromise, and collaboration. Tips are provided for effectively managing conflict, such as communicating a desire to work together, treating others with respect, and investigating issues rather than taking sides. Understanding personal triggers and considering other team members can help deal with conflict situations.
conflict management.ppt
This document discusses organizational conflict and its causes. It defines conflict as occurring between two groups that perceive some incompatibility and interact in a way that one group feels negatively affected by the other. Common causes of conflict in organizations include misunderstandings, personality clashes, competition over resources, disagreements over authority or methods. The document also describes functional conflict as furthering organizational goals, while dysfunctional conflict blocks goals. It outlines different levels and types of conflict within and between individuals, groups, and organizations. Finally, it discusses five approaches to managing conflict: avoidance, competition, accommodation, compromise, and collaboration.
Functional and dysfunctional conflicts
The document discusses functional and dysfunctional conflicts. It defines conflict and outlines different views of conflict, including the traditional, human relations, and interactionist views. It describes the conflict iceberg model and differentiates between functional and dysfunctional conflicts. The document then covers the five stages of the conflict process and various conflict management techniques, such as the five alternative styles for handling conflicts and third-party interventions.
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.
Conflict management
This is a presentation about a topic in Human resource management- Conflict management. It gives a detailed insight into what is conflict and conflict management. Conflict management styles, measures and conflict management in workplace is also explained.
Organisational conflicts
This document discusses organizational conflicts at different levels - individual, group, and organizational. It defines conflicts as one party perceiving that another is hindering their goals. Conflicts can be functional or dysfunctional, and have both positive and negative aspects. Positively, conflicts provide opportunities to rethink situations and build cohesion; negatively, they cause high tension, unhappiness, and lack of trust. The document outlines different types of conflicts at each level, such as intrapersonal vs. interpersonal conflicts for individuals, and intra-group vs. inter-group conflicts. It also describes traditional, human relations, and interactionist views of conflicts in organizations.
Ethics and Values.pptx
This document discusses conflict in organizations and provides definitions and types of conflict. It begins by defining conflict as differences in opinions, interests, or perceptions that can result in hostility or antagonism. Conflict is seen as a natural occurrence in groups that can have both positive and negative impacts on performance. Positively, conflict may stimulate change, creativity, and challenge assumptions, while too much can cause resignations, tensions, and goal displacement. The document outlines traditional and modern views of conflict, describing types like task, relationship, and process conflict. It also discusses negotiation, emotional intelligence, and leadership strategies for managing conflict constructively.
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CONFLICT it's types , source, causes and management.pptx
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Conflict mamagement...piyush sharma DAIMSR nagpur
- 1. SEMINAR ON CONFLICT MANAGEMENT TECHNIQUE BY: PIYUSH SHARMA
- 2. MEANING OF CONFLICT According to JOE KELLY, “CONFLICT is defined as opposition or dispute between persons, groups or ideas”.
- 3. Nature of Conflict Conflict is natural occurrence in everyday life, we should not avoid conflict • Conflicts are Natural • Conflict is Multidimensional • Conflict is Universal • Conflict involves Disagreement
- 4. Types of Conflict • Substantive Conflicts – disagreement over goals,resources,rewards,policies, procedures and job assignments. • Emotional Conflicts – results from feelings of anger, distrust, dislike ,fear as well as relationship problem
- 5. Levels of Conflict Conflicts can be at • Intra-personal level (conflict within the individual) • Inter-personal level (individual to individual conflict. • Intra-group level. • Inter-group level. • Intra-organizational level. • Inter-organizational level.
- 6. Main sources of conflict • Misunderstandings • Personality clashes • Competition for resources • Authority issues • Lack of co-operation • Differences of opinion • Low performance • Values or goal differences
- 10. It forces people to clarify their views
- 11. It can produce constructive social change
- 12. It gives people the opportunity to test their capacities
- 13. •development of group and organization cohesion
- 15. Violence
- 17. A breakdown of collaborative ventures (Fragmentation)
- 18. Lack of new ideas
- 19. 5 ways to manage conflict • Avoidance • Competition/Forcing (A) • Accommodation (B) • Compromise (C) • Collaboration (D) I wIn, you lose (competItIon—A) I lose or gIve In (AccommodAte—B) we Both get somethIng (compromIse—c) we Both “wIn”(collABorAte—d) A B c d
- 23. thAnK you
Editor's Notes
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- Photo by MarkHaertl
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