The document discusses conflict management. It begins by outlining learning objectives about explaining differences in perspectives, defining conflict, and discussing approaches to conflict management. It then introduces the topic of conflict, noting that some form of conflict is likely when people interact. The document goes on to describe different personality types that can contribute to conflicts and examines causes of conflicts within organizations. It outlines positive and negative ways to deal with conflicts and provides tips for preventing and resolving conflicts constructively. The conclusion emphasizes that conflict is inevitable but can be either constructive or destructive depending on how it is managed.

1. Conflict Management
Najibullah Safi, MD, MSc. HPM
NPO/PHC, WHO - Afghanistan
11/24/13

2. Learning objectives
• By the end of the section learners will be able to:
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How the view explains our differences
Differences in personality types
Define conflict
Discuss the positive and negative aspects of conflict
Explain causes of conflict
Explain different types and styles of conflict
management

3. Introduction
No matter who are you, or where you live, if you
are in contact with other people you are likely to
face some form of conflict, be it a minor irritation
or an earth- shattering row
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4. How the view explains our differences
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5. How the view explains our differences cont.
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6. How the view explains our differences cont.
• If you want a true view of anything, you must look
at it from every angle
• If you stick to your own point of view, you will sit
on the point and lose the view
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7. How the view explains our differences cont.
Explore different perspectives for
richer solution
Expand your view to grow in
wisdom
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8. Differences in personality types
• Go getter
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Straight forward
Result focused
Meet the deadlines
Talk to the points
Do not listen to people problems

9. Differences in personality types cont.
• Carer
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Warm friendly
Sensitive, modest
Good listener
Dislike conflict
Seldom critical
Reluctant to be too direct
Two way communication

10. Differences in personality types cont.
• Analytical
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Perfectionist
Paying attention to details
Fair, principled
Does not take risk
Reluctant to delegate

11. Differences in personality types cont.
• Socializer
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Relaxed, easy going
Accept delays
Changes to schedule
Often ignore protocols
Likes variety and wants things to be different
Open minded

12. Differences in personality types cont.
• Each style has strengths and these can be
experienced as weakness by other styles
It is Ok to be different, it is not
Ok to dysfunction
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13. Is conflict inevitable?
• Conflict is not inevitable simply because we are
different
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14. Conflict starters
• Blame, accuse, interrupt, patronize, contradict,
exaggerate, personal insult, hostile language,
bring up the past, make assumptions, use labels
or put downs
• Don’t accept what the other person says
• Use:
– You never… you always… you should …
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15. Circumstances can escalate conflict
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Tiredness
Stress
Insecurity
Illness
Mood
Alcohol

16. Road to breakdown
• Discussion
– Respect for each other’s view point
– Acceptance of the other’s values
– Broadening of perspectives
• Debate
– Openness to your ideas
– Respect for your viewpoint
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17. Road to breakdown cont.
• Argument
– Disregards for other’s viewpoint
– Arguing from own perspective only
– Polarization
• Conflict
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Demand that you behave, as I want
Highly personalized argument
Lots of should
Blame, accusation, put-downs

18. Road to breakdown cont.
• Breakdown
– Silence
– Cold war
– Separate lives
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19. What are the choices?
• The greater the difference, the more difficult to
maintain harmony in relationship
– Discuss and debate our differences, respecting each
other’s opinion
– We can argue about these differences, we are
convinced that we are right
– Move to conflict, imposing our way of doing things
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20. Are you building a bridge or a barrier?
• Bridge mind set:
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You are ok
Let’s work together
I want us both to win
I want power with you
Your needs are more important
We have a mutual problem to be solved

21. Are you building a bridge or a barrier? Cont.
• Some bridging words:
– us, we, our, can, let’s talk, appreciate, alternatives,
what do you need, what do you think, help me
understand …
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22. Are you building a bridge or a barrier? Cont.
• Barrier mind set:
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I am right
You should change
You are the problem
I want power over you
I want to prove you are wrong
I am indifferent to your needs, my needs are more
important that yours

23. Are you building a bridge or a barrier? Cont.
• Barrier mind set words :
– Me, you should, waste of time, your problems is, that
won’t work, out of question, that is my final word,
this is non negotiable …
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24. What is conflict?
• A battle, contest or opposing forces existing between
primitive desires and moral, religious or ethical ideas
(Webster’s Dictionary)
• A state of incompatibility of ideas between two or more
parties or individuals
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25. What is conflict management?
Conflict management is the practice of identifying and
handling conflict in a sensible, fair and efficient
manner
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26. Antecedent conditions
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Scarce resources
Conflicting attitude
Ambiguous jurisdiction
Communication barriers
Need for consensus
Unresolved prior conflicts
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27. Types of conflict
• Inter-personal and intra-personal
• Inter-group and intra-group
• Competitive and disruptive
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28. Conflict process
Antecedent conditions
Perceived conflict
Felt conflict
Manifest behavior
Conflict resolution
or suppression
Aftermath
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29. How to create conflict?
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Take credit, no recognition
Be judgmental
Send written messages
Subordinate should come to see me
Make yourself inaccessible to your team
Come tomorrow
Introduce change without consultation or discussion
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30. General causes of conflicts
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Poorly defined goals
Divergent personal values
Lack of cooperation/trust
Competition for scarce resources
Unclear roles/lack of job description
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31. Effects of conflict in organizations
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Stress
Absenteeism
Staff turnover
De-motivation
Non-productivity
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32. Results of conflict
I win
You win
You lose
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I lose
Win-Win
Lose-Win
Win-Lose
Lose-Lose

33. Understand and mange your feelings
• Recognize the anger
• Venting
– Try speaking about your anger rather than speaking
from your anger
• Suppressing
– Unexpressed conflict is still conflict
• Releasing
– Talking with friends, sports, meditation,
relaxation …
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34. Understand and mange your feelings cont.
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Lower the volume of your voice
Slow the rate of speaking
Breath from the stomach
Soften the face muscle
Delay before responding
Listening is a key

35. Methods to deal with conflicts
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Competition (win-lose situation)
Accommodation (win-win situation)
Avoidance (lose-lose situation)
Compromise (lose-lose situation)
Collaboration (win-win situation)
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36. Steps to resolve conflicts
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Assure privacy
Listen actively
Maintain equity
Focus on issue, not on personality
Avoid blame
Identify key theme
Re-state key theme frequently
Encourage feedback
Identify alternate solutions
Give your positive feedback
Agree on an action plan

37. Key skills for collaboration
• Listening acceptingly
• Understand first, respond second
– Understanding changes the expectation
– Understanding leads to fewer demands
– Understanding is the foundation for agreement
• Talk constructively
• Problem solve
• Fight the problem NOT the person
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38. Is conflict constructive?
• A conflict is constructive only if as a result:
– The relationship is stronger
– You understand each other more
– There is greater willingness to meet each other’s
needs
– There is greater trust
– You have resolved the sources of future conflict
– There are richer perspectives
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39. How to prevent conflicts
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Frequent meeting of your team
Allow your team to express openly
Sharing objectives
Having a clear and detailed job description
Distributing task fairly
Never criticize team members publicly
Always be fair and just with your team
Being a role model
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40. Conclusion
Conflict is unavoidable
• Complexity of organizational relationship
• Interaction among workers
• Dependence of workers on one another
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41. Conclusion (Cont’d)
• Conflict is a healthy sign not a negative process
• It reflects dynamics
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42. Conclusion (Cont’d)
• Poorly managed conflicts
• Unfavorable with counter productive results
• Problems and negative attitude
• Well managed conflicts
• Stimulate competition
• Identify legitimate differences
• Powerful source of motivation
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