Workplace Conflict & Strategies for ManagementJharna Jagtiani
Conflict is a normal and natural part of any workplace. When it occurs, there is a tendency for morale to be lowered, an increase in absenteeism and decreased productivity. It has been estimated that managers spend at least 25 percent of their time resolving workplace conflicts – causing lowered office performance.
Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of the conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in an organizational setting.
Workplace Conflict & Strategies for ManagementJharna Jagtiani
Conflict is a normal and natural part of any workplace. When it occurs, there is a tendency for morale to be lowered, an increase in absenteeism and decreased productivity. It has been estimated that managers spend at least 25 percent of their time resolving workplace conflicts – causing lowered office performance.
Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of the conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in an organizational setting.
Conflict Management and conflict resolution techniquesHemanth M
Conflict is an inevitable and unavoidable part of our everyday professional and personal lives. This ppt concentrates on identifying and resolving the conflict in the organization.
Facts about conflict,Four Basic Elements of Conflict,Conflict Indicators,Resolving Conflict,Common ways of Dealing with Conflicts among others are highligthed.
Many leaders stay away from using the word conflict to describe tensions in their organizations. By failing to properly account for what is preventing the enterprise from producing, they contribute to the toxicity.
Understanding how to manage/resolve conflict is an essential skill required by managers/leaders today. Shying away from treating with its presence is likely to affect the organization in a negative way.
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.
Presentation on workplace conflict covering
- What is “problem” conflict?
- The inevitability of conflict within workplace teams
- The 5 Recognized approaches to dealing with conflict
- What are your usual Conflict Styles?
- Tips and strategies to reduce conflict
- When to bring in a Mediator
- Recap
Conflict Management and conflict resolution techniquesHemanth M
Conflict is an inevitable and unavoidable part of our everyday professional and personal lives. This ppt concentrates on identifying and resolving the conflict in the organization.
Facts about conflict,Four Basic Elements of Conflict,Conflict Indicators,Resolving Conflict,Common ways of Dealing with Conflicts among others are highligthed.
Many leaders stay away from using the word conflict to describe tensions in their organizations. By failing to properly account for what is preventing the enterprise from producing, they contribute to the toxicity.
Understanding how to manage/resolve conflict is an essential skill required by managers/leaders today. Shying away from treating with its presence is likely to affect the organization in a negative way.
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.
Presentation on workplace conflict covering
- What is “problem” conflict?
- The inevitability of conflict within workplace teams
- The 5 Recognized approaches to dealing with conflict
- What are your usual Conflict Styles?
- Tips and strategies to reduce conflict
- When to bring in a Mediator
- Recap
ReadySetPresent (Conflict PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. We often frown upon conflict situations in the work place because we assume that their outcome is always negative. However, this is often not always true. Conflict can also be turned into a positive force that can increase personal and organizational effectiveness. 100+ PowerPoint presentation content slides. Conflict PowerPoint Presentation Content slides include topics such as: the definition of conflict, 10+ slides on symptoms and causes of conflict, 5 methods to handle conflict, 10 slides on group conflict and causes, 10 slides with ways to address conflict: ignoring - stifling, defusing, organizational conflict: positive and negative aspects, 4 stages of conflict management, 20+ slides on organizational conflict and conflict management strategies, 17 points on how to overcome deadlocks, 5 types of conflict deadlocks each with causes and techniques to handle: relationship - data - value - interests - structural, conflict models, strategies, 20+ tips, how to’s and more!
A conflict arises when individuals have varied interests, opinions and thought processes and are just not willing to compromise with each other. It is always wise to adjust to some extent and try to find a solution to the problem rather than cribbing and fighting. Conflicts and disagreements only lead to negativity and things never reach a conclusion. It only adds on to the tensions and makes life hell. It actually leaves you drained and spoils your reputation. Every individual should try his level best to avoid conflict at the first place rather than resolving it later. Precautions must be taken at the right time to avoid a conflict.
Imagine yourself constantly fighting with your fellow worker. Would you ever feel going to the office? see how we can tackle it easily...
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CULTURES OF CONFLICT HOW LEADERS AND MEMBERS SHAPE CONFLICT .docxannettsparrow
CULTURES OF CONFLICT: HOW LEADERS AND MEMBERS SHAPE CONFLICT
CULTURES IN ORGANIZATIONS
MICHELE J. GELFAND
Department of Psychology
University of Maryland, College Park
College Park, MD 20742
LISA M. LESLIE
University of Minnesota
KIRSTEN KELLER
Rand Corporation
CARSTEN K. W. DEDREU
University of Amsterdam
INTRODUCTION
Why do some organizations develop cultures where conflict is managed productively
whereas others have cultures where members work against one another, sabotaging each other in
and out of the boardroom? Southwest Airlines, for example, has been argued to have a
collaborative conflict culture (Gittell, 2003), whereas organizations such as Playco describe
themselves as having a dominating conflict culture, approaching conflict like they are in “the old
west” or through “warfare games” (Morill, 1995, p. 195). Still others, such as the now defunct
Wang laboratories, are known to have avoidant cultures, in which people actively suppress
conflict at all costs (Finkelstein, 2005). For psychologists, many questions remain unasked and
unanswered: Is there any evidence that conflict cultures exist at the organizational level? If so,
how do such distinct conflict cultures develop? What role do leaders and organizations play in
shaping the development of conflict cultures? Answers to these questions cannot be found in the
psychological literature on conflict, which has focused on conflict management styles at the
individual and small group level and has yet to examine whether and how distinct conflict
cultures develop at higher levels of analysis.
In the present research, we start with the premise that although individuals have
idiosyncratic preferences for different conflict management strategies, organizational contexts
provide strong situations (Johns, 2006; O’Reilly & Chatman, 1996) that serve to define socially
shared and normative ways to manage conflict—what we refer to as conflict cultures—which
ultimately minimize individual variation in conflict management strategies (De Dreu, van
Dierendonck, & Dijkstra, 2004; Gelfand, Leslie, & Keller, 2008). Because norms typically
develop around fundamental problems that need to be managed in any social system (Schein,
1992; Schwartz, 1994), and conflict is an inherent problem in all organizational systems, we
expect that distinct conflict cultures can develop in many, if not all, organizations. Accordingly,
we first examine whether we can empirically establish conflict cultures and distinguish different
conflict culture types. We then examine possible antecedents of different conflict cultures –
where do they come from, who shapes conflict cultures and why?
DO CONFLICT CULTURES EXIST?
Individual members of organizations have distinct ways of managing workplace
conflicts. Some prefer a pro-active approach and easily engage in constructive negotiations and
collaborative problem solving. Others are inclined to compete and dominate the conflict partner.
T.
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The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
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The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
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Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
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3. INTRA-PERSONAL CONFLICT A Conflict from Frustration Need Drive Goal Frustration (deficiency) (Deficiency with Direction) Barrier Overt Covert (Reduction of Drives and fulfils deficiency)
4.
5. CONFLICT OUTCOMES I WANT YOU TO WIN LOSE WIN LOSE I WANT TO WIN-WIN WIN-LOSE LOSE-WIN LOSE-LOSE