This document discusses conflict management and resolution strategies. It defines conflict as a process where one party perceives its interests as being negatively affected by another party. There are several types of conflict, including within individuals, families, and organizations. Effective conflict resolution requires understanding the different styles such as competing, accommodating, avoiding, compromising, and collaborating. The interest-based relational approach focuses on maintaining good relationships while exploring interests and options. The process involves setting guidelines, gathering information, agreeing on the problem, brainstorming solutions, and negotiating an agreement. Managing conflict effectively is important for organizational functioning and productivity.

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PRESENTATION BY AMLAN ROY CHOWDHURY.
CONFLICT MANAGEMENT

3. WHAT IS CONFLICT ???

4.  Wall & Callister, 1995, “process in which one
party perceives that its interests are being
opposed or negatively affected by another
party".
 Rahim, 1992, “the interactive process
manifested in incompatibility, disagreement,
or dissonance within or between social
entities”.

5. THEREFORE CONFLICT IS ????
 1.WITHIN ( personal individualistic can lead to
frustration and depression if not managed well)
 2. FAMILY, ( breakups, fights, and unhealthy
atmosphere within, depression among the
siblings and tendency to reach for psychological
soothers like the drugs etc)
 3.ORGANIZATION. ( this leads to industrial
unrest loss of production and loss of employee
morale and finally attrition

6. CONFLICT BETWEEN INDIVIDUALS
 People have differing styles of
communication, ambitions, political or
religious views and different cultural
backgrounds. In our diverse society, the
possibility of these differences leading to
conflict between individuals is always there,
and we must be alert to preventing and
resolving situations where conflict arises.

7. CONFLICT BETWEEN GROUP OF PEOPLE
 Whenever people form groups, they tend to
emphasize the things that make their group
"better than" or "different from" other groups.
This happens in the fields of sport, culture,
religion and the workplace and can sometimes
change from healthy competition to destructive

8. CONFLICT WITHIN A GROUP OF PEOPLE
 Even within one organization or team, conflict
can arise from the individual differences or
ambitions mentioned earlier; or from rivalry
between sub-groups or factions. All leaders and
members of the organization need to be alert to
group dynamics that can spill over into conflict.

9. CAUSES OF CONFLICT……

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11. THERE COULD BE N NUMBER OF CAUSES FOR CONFLICT
 scarcity of resources (finance, equipment,
facilities, etc)
 different attitudes, values or perceptions
 disagreements about needs, goals, priorities
and interests
 poor communication
 poor or inadequate organizational structure
 lack of teamwork
 lack of clarity in roles and responsibilities

12. AND …. HOW TO CREATE CONFLICT..
 Not being a Role Model.
 Take credit and no recognition.
 Be Judgemental.
 Send written messages.
 Subordinate should come to see me.
 Make yourself inaccessible to the team.
 Telling them? Consulting Them? Deciding
with them?
 Come tomorrow.
 Introduce change without consulting them.

13. A CLASSIC CASE ….

14. THE FLOW CHART OF CONFLICT.
ANTECEDENT CONDITIONS
FELT CONFLICT
PRECIEVED CONFLICT
MANIFEST
BEHAVIOUR
CONFLICT
RESOLUTION/SUPPRESION
RESOLUTION AFTERMATH

15. ANTECEDENT CONDITIONS ??
 Scares Resources
 Conflicting Attitude
 Ambiguous Jurisdiction
 Communication Barrier
 Need for Consensus
 Unresolved prior Conflicts
 Knowledge of Self and Others

16. IDENTIFICATION OF CONFLICT.

18. INDIVIDUALS HAVE DIFFERENT OBJECTIVES
 A successful team has to have a clear
objective so that everyone is working towards
the same goal. Two different people working
towards two different goals will have difficulty
communicating with each other, as they’ll
each believe themselves to be right

19. THERE IS AN UNHEALTHY LEVEL OF COMPETITION
 Competition can be a wonderful motivator, but
not if the team members in competition are
taking themselves too seriously, find
themselves arguing over information, and
suddenly become unproductive. Competition
occurs on the corporate level as well, with
different departments vying for resources as

20. THEIR ROLES ARE NOT CLEARLY DEFINED
 When you first start a new project, it’s important
to make sure each member of the team
understands his or her tasks and how they will
contribute to the overall outcome. If these roles
are not clearly identified, individuals will start to
feel as though other members of the team
aren’t pulling their weight, or they might
perceive their teammates as being overly
critical of the tasks they do perform

21. THE WORKFLOW HAS BEEN DISRUPTED
 Sometimes one part of a project can not be
completed without another part being
finished first. If the group completing the first
tasks is late, or turns in shoddy work, the
second group will be further delayed. This
will almost always lead to resentment and a
disgruntled, uncomfortable workplace.

22. THERE WAS A BREAKDOWN IN COMMUNICATION
 Sometimes pieces of information are relayed
incorrectly in error. In some cases, an employee
may withhold a piece of information to purposely
sabotage another. Regardless, communication
errors are a major cause of conflict in the
workplace. It’s important to make sure all
information is relayed as efficiently and
effectively as possible so that no one person
relies on another for critical data

23. TWO MAJOR TYPES OF CONFLICT
 "DISPUTES OF RIGHT", where people or groups are
entitled by law, by contract, by previous agreement or
by established practice to certain rights. Disputes of
right will focus on conflict issues such as employment
contracts, legally enforceable matters or unilateral
changes in accepted or customary practices. A
dispute of rights is, therefore, usually settled by legal
decision or arbitration and not by negotiation.
 "DISPUTES OF INTEREST", where the conflict may
be a matter of opinion, such as where a person or
group is entitled to some resources or privileges
(such as access to property, better working
conditions, etc). Because there is no established law
or right, a dispute of interest will usually be solved
through collective bargaining or negotiation.

24. EFFECTS OF CONFLICT IN AN ORGANIZATION

26.  STRESS
 ABSENTEEISM
 STAFF TURNOVER
 DEMOTIVATION
 NON-PRODUCTIVITY
 HINDRANCE TO THE GROWTH OR
PROPER FUNCTIONING OF ANY
ORGANIZATION
 INCREASES ATTRITION
 CREATES UNMANAGEABLE BEHAVIOR
RESULTING IN MOB FURY.

27. BUT CONFLICT IS NEEDED…..

29.  Helps to raise and address problems.
 Energizes work to be focused on the most
important priorities.
 Helps people “be real” and motivates them to
fully participate.
 Helps people learn how to recognize and
benefit from their differences.

30. CONFLICT IS A POSITIVE TRAIT…..BUT…….
 It is but natural trait of Human beings to have
differences of opinion and differences of
ideas whenever there is a conglomeration
and association in order to bring about the
best strategy and the best work plan for the
organization that the group or the association
or the conglomeration is working for. Conflict
therefore is but a natural phenomenon.
 Therefore Conflict is not a negative
trait

31. CONFLICT MANAGEMENT/ RESOLUTION

33. THE GRID.
I WIN I LOSE
WIN--WIN LOSE--WIN
YOU WIN
WIN--LOSE LOSE--LOSE
YOU
LOSE

34. RESOLUTION STYLES.
 COMPETETIVE ( WIN—LOSE )
 ACCOMODATIVE ( WIN—WIN )
 AVOIDANCE ( LOSE—LOSE )
 COMPROMISE ( LOSE—LOSE )
 COLLABORATION ( WIN—WIN )

35. STYLE..1----COMPETETIVE (WIN—LOSE)
 People who tend towards a competitive style take a
firm stand, and know what they want. They usually
operate from a position of power, drawn from things
like position, rank, expertise, or persuasive ability.
This style can be useful when there is an emergency
and a decision needs to be make fast; when the
decision is unpopular; or when defending against
someone who is trying to exploit the situation
selfishly.
 However it can leave people feeling bruised,

36. STYLE..2– ACCOMODATIVE ( WIN—WIN )
 This style indicates a willingness to meet the needs of
others at the expense of the person's own needs. The
accommodator often knows when to give in to others,
but can be persuaded to surrender a position even
when it is not warranted. This person is not assertive
but is highly cooperative. Accommodation is
appropriate when the issues matter more to the other
party, when peace is more valuable than winning, or
when you want to be in a position to collect on this
"favor" you gave.
 However people may not return favors, and overall
this approach is unlikely to give the best outcomes

37. STYLE..3-- AVOIDANCE ( LOSE—LOSE)
 People tending towards this style seek to evade
the conflict entirely. This style is typified by
delegating controversial decisions, accepting
default decisions, and not wanting to hurt
anyone's feelings. It can be appropriate when
victory is impossible, when the controversy is
trivial, or when someone else is in a better
position to solve the problem.
 However in many situations this is a weak

38. STYLE..4– COMPROMISE ( LOSE—LOSE)
 People who prefer a compromising style try
to find a solution that will at least partially
satisfy everyone. Everyone is expected to
give up something, and the compromiser
him- or herself also expects to relinquish
something.
 Compromise is useful when the cost of
conflict is higher than the cost of losing
ground, when equal strength opponents
are at a standstill and when there is a

39. STYLE..5– COLLABORATIVE ( WIN—WIN)
 People tending towards a collaborative style try
to meet the needs of all people involved. These
people can be highly assertive but unlike the
competitor, they cooperate effectively and
acknowledge that everyone is important.
 This style is useful when a you need to bring
together a variety of viewpoints to get the best
solution; when there have been previous
conflicts in the group; or when the situation is
too important for a simple trade-off.

40. INTEREST BASED RELATION APPROACH ( IBR)

42. IBR APPROACH……
 Interest-Based Relational (IBR) Approach".
This type of conflict resolution respects
individual differences while helping people
avoid becoming too entrenched in a fixed

43.  Make sure that good relationships are the first
priority: As far as possible, make sure that you treat the
other calmly and that you try to build mutual respect. Do
your best to be courteous to one-another and remain
constructive under pressure.
 Keep people and problems separate: Recognize that in
many cases the other person is not just "being difficult" –
real and valid differences can lie behind conflictive
positions. By separating the problem from the person, real
issues can be debated without damaging working
relationships.
 Pay attention to the interests that are being
presented: By listening carefully you'll most-likely
understand why the person is adopting his or her position.

44.  Listen first; talk second: To solve a problem
effectively you have to understand where the other
person is coming from before defending your own
position.
 Set out the "Facts": Agree and establish the
objective, observable elements that will have an
impact on the decision.
 Explore options together: Be open to the idea that
a third position may exist, and that you can get to this
idea jointly.
 By following these rules, you can often keep
contentious discussions positive and constructive.
This helps to prevent the antagonism and dislike
which so-often causes conflict to spin out of control

45. THE PROCESS……
 Based on these approaches, a starting point
for dealing with conflict is to identify the
overriding conflict style employed by yourself,
your team or your organization
 Look at the circumstances, and think about the
style that may be appropriate

46. STEP . 1 SET THE SCENE
 If appropriate to the situation, agree the rules of
the IBR Approach (or at least consider using the
approach yourself.) Make sure that people
understand that the conflict may be a mutual
problem, which may be best resolved through
discussion and negotiation rather than through raw
aggression.
 If you are involved in the conflict, emphasize the fact
that you are presenting your perception of the
problem. Use active listening skills to ensure you
hear and understand other's positions and
perceptions.
 Restate.
 Paraphrase.
 And make sure that when you talk, you're using an
adult, assertive approach rather than a submissive

47. STEP. 2 GATHER INFORMATION
 Here you are trying to get to the underlying
interests, needs, and concerns. Ask for the
other person's viewpoint and confirm that you
respect his or her opinion and need his or her
cooperation to solve the problem.
 Try to understand his or her motivations and
goals, and see how your actions may be
affecting these.
 Also, try to understand the conflict in objective
terms: Is it affecting work performance?
damaging the delivery to the client? disrupting
team work? hampering decision-making? or so
on. Be sure to focus on work issues and

48. IMPORTANT….
 Listen with empathy and see the conflict from
the other person's point of view.
 Identify issues clearly and concisely.
 Use "I" statements.
 Remain flexible.
 Clarify feelings

49. STEP . 3 AGREE TO THE PROBLEM.
 This sounds like an obvious step, but often different
underlying needs, interests and goals can cause
people to perceive problems very differently. You'll
need to agree the problems that you are trying to
solve before you'll find a mutually acceptable
solution.
 Sometimes different people will see different but
interlocking problems – if you can't reach a
common perception of the problem, then at the very
least, you need to understand what the other

50. STEP.4 BRAINSTORM POSSIBLE SOLUTION
 If everyone is going to feel satisfied with the
resolution, it will help if everyone has had fair
input in generating solutions. Brainstorm
possible solutions, and be open to all ideas,
including ones you never considered before

51. STEP. 5 NEGOTIATE A SOLUTION
 By this stage, the conflict may be resolved: Both
sides may better understand the position of the other,
and a mutually satisfactory solution may be clear to
all.
 However you may also have uncovered real
differences between your positions. This is where a
technique like win-win negotiation can be useful to
find a solution that, at least to some extent, satisfies
everyone.
 There are three guiding principles here: Be Calm,
Be Patient, Have Respect

52. THE SALIENT POINTS

54.  Assure Privacy.
 Empathize and than Sympathize.
 Listen Actively.
 Maintain equity.
 Avoid Blame.
 Focus on issue not on Personality.
 Encourage Feedback.
 Identify Alternate solutions.
 Give Your Positive Feedback.
 Agree On Action Plan.

55. NIP AT THE BUD…
 Allow your team to EXPRESS openly.
 Frequent meeting of your TEAM.
 Share Objectives.
 Having a clear and transparent job
description.
 Distribute the task equally and fairly.
 NEVER CRITICISE TEAM MEMBERS
PUBLICLY.

56. IN CONCLUSION…….

58.  Conflict is Human Nature and since society,
organizations and associations involves
more than one individual, conflict is bound to
happen and in most cases subconsciously
individuals adjust, tune, and adapt to
accommodate other’s point of view to reduce
the conflict. This is Conflict Management
which is a integral process and takes place
without even us knowing about it.

59. CONFLICT THEREFORE IS UNAVOIDABLE
 Dependence of Workforce on One Another.
 Interaction Among The Workforce.
 Complexity of organizational Relationship.

60. Poorly Managed Conflict:
Unfavorable with counter productive
Results
Problems and Negative Attitude.
Professionally managed conflict
Identify legitimate differences.
Stimulates Competition.
Motivates the workforce.

61. PRESENTATION BY AMLAN ROY
CHOWDHURY
THE END