Conflict arises when people perceive the same situation differently due to incompatible goals, priorities, opinions or values. While conflict can create stress and lower productivity, it also promotes creativity and innovation when focused on ideas. There are five main approaches to managing conflict: competing, collaborating, compromising, avoiding, and accommodating. The best approach depends on factors like issue importance and maintaining relationships. Effective conflict resolution requires understanding different perspectives, finding mutually agreeable solutions, and preventing conflicts from becoming personal attacks.

1. CONFLICTCONFLICT
MANAGEMENTMANAGEMENT
ABHAY YADAVABHAY YADAV
HRDHRD

2. What Is conflict?What Is conflict?
 Conflict is the condition in whichConflict is the condition in which
people’s concerns (the things they carepeople’s concerns (the things they care
about) appear to be incompatible withabout) appear to be incompatible with
someone else. The best way to managesomeone else. The best way to manage
conflict is to think and act in ways thatconflict is to think and act in ways that
help prevent conflict in the first place.help prevent conflict in the first place.
Conflict occurs when people view theConflict occurs when people view the
same situation / issue in different ways.same situation / issue in different ways.

3. When does conflict Arises?When does conflict Arises?
A single conflict situation can beA single conflict situation can be
perceived as either real or non-Existent.perceived as either real or non-Existent.

4. When does conflict Arises?When does conflict Arises?
Differences surrounding…Differences surrounding…
 GoalsGoals
 Approaches / MeansApproaches / Means
 PrioritiesPriorities
 OpinionsOpinions
 PerceptionsPerceptions
 ValuesValues
 StylesStyles
 NeedsNeeds
 Same NeedsSame Needs

5. Problem with conflictsProblem with conflicts
 Creates unhealthy competitionCreates unhealthy competition
 Creates stressCreates stress
 Creates hurt feelingsCreates hurt feelings
 lowers moralelowers morale
 Leads to low productivityLeads to low productivity
 Leads to hostility and fearLeads to hostility and fear
 Blocks communicationBlocks communication
 Undermines teamworkUndermines teamwork
 Imposes obstaclesImposes obstacles

6. There are some benefits too:There are some benefits too:
 Promote creativityPromote creativity
 Promotes innovationPromotes innovation
 Challenges the status quo (avoidChallenges the status quo (avoid
groupthink)groupthink)
 Ignites debate about how to better ourIgnites debate about how to better our
practicespractices
 Triggers behavior changesTriggers behavior changes

7.  Conflict is not always bad – conflictConflict is not always bad – conflict
focused on ideas and based on a sharedfocused on ideas and based on a shared
desire for the best result is healthy anddesire for the best result is healthy and
positivepositive

8. Two basic dimensions of ConflictTwo basic dimensions of Conflict
Behavior:Behavior:
 Assertiveness:Assertiveness:
This happens when your views and opinions appear to beThis happens when your views and opinions appear to be
incompatible with other's. These kind of situation showsincompatible with other's. These kind of situation shows
that your assertiveness is the degree to which you try tothat your assertiveness is the degree to which you try to
satisfy your views and opinions.satisfy your views and opinions.
 Cooperativeness:Cooperativeness:
This is the degree to which you try to give other person'sThis is the degree to which you try to give other person's
views and opinions more importance then yours. The wordviews and opinions more importance then yours. The word
itself suggests being receptive to other person's ideas.itself suggests being receptive to other person's ideas.

9. Conflict Handling ModesConflict Handling Modes

10. Conflict Handling ModesConflict Handling Modes
 There are five combinations ofThere are five combinations of
assertiveness and cooperativeness,assertiveness and cooperativeness,
which are discussed here.which are discussed here.
# Competing:# Competing:
It is assertive and uncooperative. HereIt is assertive and uncooperative. Here
you try to satisfy yourself and give noyou try to satisfy yourself and give no
value to other person.value to other person.

11. ## Collaborating:Collaborating:
It is both assertive and cooperative. HereIt is both assertive and cooperative. Here
a win win solution is looked at whicha win win solution is looked at which
satisfies both the parties involved.satisfies both the parties involved.
# Compromising:# Compromising:
It is in the middle, none of theIt is in the middle, none of the
component is given high importance. Itcomponent is given high importance. It
is situation you accept a settlementis situation you accept a settlement
which only partially satisfies both thewhich only partially satisfies both the
parties.parties.

12. # Avoiding:# Avoiding:
This is both unassertive and uncooperative. YouThis is both unassertive and uncooperative. You
avoid the conflict without trying for anyavoid the conflict without trying for any
satisfaction to any of the parties concerned.satisfaction to any of the parties concerned.
# Accommodating:# Accommodating:
It is unassertive and cooperative. You give all theIt is unassertive and cooperative. You give all the
importance to the concerns of other party at theimportance to the concerns of other party at the
expense of your own inputs.expense of your own inputs.
Note::Note::
The ultimate aim of all these five is same toThe ultimate aim of all these five is same to
resolve conflict, but as per our nature andresolve conflict, but as per our nature and
situations we tend to wear any of these masks tosituations we tend to wear any of these masks to
resolve conflict.resolve conflict.

13. How can we use these modesHow can we use these modes
effectively?effectively?
 # When to Compete?# When to Compete?
- Use this module as less as possible.- Use this module as less as possible.
- Competing can be used on important issues- Competing can be used on important issues
where collaborating is not feasible, such as:where collaborating is not feasible, such as:
* When you are right* When you are right
* When not so popular actions are required to* When not so popular actions are required to
be takenbe taken
* When quick decisions to be taken* When quick decisions to be taken
* To defend when under attack* To defend when under attack
* Too considerate people* Too considerate people
* When consensus is not possible.* When consensus is not possible.

14. Behavioral skills for Competing:Behavioral skills for Competing:
* Persuasion* Persuasion
 Complete the groundworkComplete the groundwork
 Motives clearly explainedMotives clearly explained
 Shared concern should be emphasizedShared concern should be emphasized
 Be specific and credibleBe specific and credible
* Fighting fair* Fighting fair
 Stick to the issue in discussionStick to the issue in discussion
 Give respect to the other partyGive respect to the other party
 Listen carefully and respondListen carefully and respond
 Act as a refereeAct as a referee

15. * Warnings not threats* Warnings not threats
• No threateningNo threatening
• Warnings can be usedWarnings can be used
* Impose decision* Impose decision
• Assert your authorityAssert your authority
• Reward the new behaviorReward the new behavior
• Follow up on deviations if occurs in the time ofFollow up on deviations if occurs in the time of
discussionsdiscussions
* Support* Support
• Be supportiveBe supportive
• Be tough mindedBe tough minded
• Keep talking about the issue of "Fitting"Keep talking about the issue of "Fitting"

16. # When to Collaborate?# When to Collaborate?
- Build the conditions where the collaboration is- Build the conditions where the collaboration is
possiblepossible
- Try to collaborate on important issues, like- Try to collaborate on important issues, like
* When both the parties are vital for organization* When both the parties are vital for organization
* When learning is there* When learning is there
* Merge insights from diverse perspectives* Merge insights from diverse perspectives
* When commitment is needed* When commitment is needed
* When concern is on maintaining relationships* When concern is on maintaining relationships

17. Behavioral skills for collaborativeness:Behavioral skills for collaborativeness:
* Right Tone:* Right Tone:
 See others' positive concernsSee others' positive concerns
 Use we and no blame gameUse we and no blame game
 Benefits of solutionBenefits of solution
 Be politeBe polite
* Both parties concern* Both parties concern
 Talk about concerns and not positionsTalk about concerns and not positions
 Don't blame positionsDon't blame positions
 Share and discuss your concernsShare and discuss your concerns
 Help other party to share their concernsHelp other party to share their concerns

18. * Mutual Problem* Mutual Problem
• Use 'and' and no 'buts‘Use 'and' and no 'buts‘
• Integrative approach to resolve conflictIntegrative approach to resolve conflict
* Brainstorm* Brainstorm
• Be flexible and openBe flexible and open
• Exploratory languageExploratory language
• Agree on the best solutionAgree on the best solution

19. * Collaborating in Groups* Collaborating in Groups
• Derive multiple alternativesDerive multiple alternatives
• Work on more informationWork on more information
• Create common goalsCreate common goals
• Use humorsUse humors
• No power and authorityNo power and authority
• ConsensusConsensus

20. # When to Compromise?# When to Compromise?
- Not on vital issues- Not on vital issues
- when small is at stake- when small is at stake
- Compromise when collaborating and- Compromise when collaborating and
competing is not feasible, such ascompeting is not feasible, such as
* When people involved have equal powers* When people involved have equal powers
* When temporary solution is seeked* When temporary solution is seeked
* When fast decision required under time* When fast decision required under time
pressurepressure
* when assertiveness can harm relations* when assertiveness can harm relations
* when other two C have failed* when other two C have failed

21. Behavioral skills for COMPROMISING:Behavioral skills for COMPROMISING:
* No Competing* No Competing
 Take information on situationTake information on situation
 Suggest compromise and don’t look weekSuggest compromise and don’t look week
 Give concessions if reciprocated.Give concessions if reciprocated.
* Fairness* Fairness
 Insist on being fairInsist on being fair
 Determine the factsDetermine the facts
 Give and take relationshipGive and take relationship

22. # When to AVOID?# When to AVOID?
- Try not to do that- Try not to do that
 Avoid emotional conflictsAvoid emotional conflicts
 Issues of blame gameIssues of blame game
 Control angerControl anger
 when discussion deviate to personalitieswhen discussion deviate to personalities
- Avoid when little is gained- Avoid when little is gained
 Unimportant issuesUnimportant issues
 Symptoms of other issuesSymptoms of other issues
 anyone else can handleanyone else can handle
 too sensitive issuestoo sensitive issues
 You know you cannot winYou know you cannot win
- Postpone- Postpone
 find time to gather informationfind time to gather information
 RefocusRefocus
 Need a breakNeed a break
 Setting changeSetting change

23. Behavioral Skills for AVOIDINGBehavioral Skills for AVOIDING
* Deciding what is important* Deciding what is important
 Clear cut goalsClear cut goals
 Joint goalsJoint goals
 Sticking to goalsSticking to goals
 Look for more informationLook for more information
* Do not sound week* Do not sound week
 Give reasonGive reason
 Set a time if postponingSet a time if postponing
 Inviting languageInviting language

24. * No Anger please* No Anger please
 Set psychological boundariesSet psychological boundaries
 Give benefit of doubtGive benefit of doubt
 Discharge anger politelyDischarge anger politely
 Use fun and humorUse fun and humor

25. # When to ACCOMODATE?# When to ACCOMODATE?
- Yield to better position- Yield to better position
 If you are persuadedIf you are persuaded
 When others have more informationWhen others have more information
- If you are losing- If you are losing
 when your boss is in picturewhen your boss is in picture
 When you are outvoted by groupWhen you are outvoted by group
 When you are outmatchedWhen you are outmatched
- Sacrifice- Sacrifice
 Do a favorDo a favor
 Let people tryLet people try
 Boosting confidenceBoosting confidence
- Accommodate to keep away hard feelings- Accommodate to keep away hard feelings
 To repair damageTo repair damage
 to forgive othersto forgive others

26. Behavioral skills for ACCOMMODATINGBehavioral skills for ACCOMMODATING
* Concede gracefully* Concede gracefully
 Don’t show sore emotionsDon’t show sore emotions
 Explain your motive behind your actionExplain your motive behind your action
* Satisfy a complaint* Satisfy a complaint
 Accept anger but no abuseAccept anger but no abuse
 Explain without sounding defendingExplain without sounding defending
 Apologies if importantApologies if important
 ListenListen
 Reply in a polite mannerReply in a polite manner

27. #Conflict Exercise:#Conflict Exercise:
 Describe three situations where conflict surfaced:Describe three situations where conflict surfaced:
 Family MemberFamily Member
 FriendFriend
 Co-worker – or work relatedCo-worker – or work related
Answer the following:Answer the following:
 Describe the situation – what was it?Describe the situation – what was it?
 How did you feel?How did you feel?
 What were the emotions?What were the emotions?
 What happened as an outcome?What happened as an outcome?
 Was it resolved?Was it resolved?
 If so, how?If so, how?
 If not, will it be resolved?If not, will it be resolved?
 Why or why not?Why or why not?

28. Thank YouThank You