This document discusses the causes and management of conflicts. The main causes of conflicts are one-upmanship, personality clashes, unclear authority, confronting issues, misunderstanding, and fear of performance. Conflicts can damage unity, hamper organizational development, and hurt an organization's image if left unaddressed. The main strategies for managing conflicts are forcing, accommodating, avoiding, compromising, and collaborating. While collaborating is most recommended, it is often difficult to achieve and requires appreciating all perspectives to find a mutually agreeable solution. The best approach depends on factors like the issue importance, people involved, relationship importance, and time constraints.

1. WHAT IS A CONFLICT?

2. FOR WHOM THE CONFLICT
IS?

3. WHAT ARE THE PLACES A
CONFLICT CAN CROP UP

4. WHAT ARE
THE CAUSES
FOR
CONFLICTS

5. FEW CAUSES ARE
1. ONE UPMANSHIP
2. PERSONALITY CLASHES
3. UNCLEAR AUTHORITY
4. CONFRONTING ISSUES
5. MISUNDERSTANDING
6. FEAR OF PERFORMANCE

6. CONFLICT
MANAGEMENT

7. ONE UPMANSHIP
WHEN TWO PERSONS ARE KEPT IN
THE SAME CADRE
PASSION TO DOMINATE
INTENTION TO CEASE THE CREDIT
ILL-ADVICE BY SUBORDINATES
EGO

8. PERSONALITY CLASHES
DIFFERENT ATTITUDE
BASIC NATURE
QUALITIES OF A PERSON
PREVIOUS BITTER EXPERIENCES

9. CONFRONTING ISSUES
ISSUES NOT LIKED
THAT MAY FETCH THE BLAME
THAT MAY GO AGAINST
IRRELEVANT BUT THRUST ON
SOME ONE

10. UNCLEAR AUTHORITY
NO CLEAR BOUNDARY
LACK OF PROPER ALLOCATION
INFORMAL OR DISCREET
RELATIONSHIP WITH HIGHER Up's

11. MISUNDERSTANDING
LACK OF KNOWLEDGE IN THE
SUBJECT
NO PROPER COMMUNICATION
PRECONCEPTION
MISTRUST

12. FEAR OF PERFORMANCE
UNDER QUALIFICATION
INEXPERIENCE
INFERIORITY COMPLEX
LACK OF SELF CONFIDENCE
LACK OF MOTVATION
NO SUPPORT FROM THE SUPERIORS

13. AND.. THE MOST
IMPORTANT ONE IS
THE THIRD PERSON

14. THE ILL EFFECTS OF
CONFLICTS
CONFLICTS SPOIL UNITY AMONGST THE
EMPLOYEES – IT PAVES WAY FOR
GROUPISM
CONFLICTS HAMPER DEVELOPMENT OF
THE ORGANIZATION
CONFLICTS SPOILS THE IMAGE OF THE
ORGANIZATION
CONFLICTS, IF REMAIN UNNOTICED, CAN
RUINE THE ROOT OF THE ORGANIZATION

15. CONFLICT
MANAGEMENT

16. CONFLICT MANAGEMENT
STRATEGIES
• FORCING
• ACCOMMODATING
• AVOIDING
• COMPROMISING
• COLLABORATING

17. FORCING
THIS IS NOTHING BUT BULDOZING
USING ONE’s AUTHORITY
PRIOR ASSESSEMENT IS ESSENTIAL
THIS IS NOT SUCCESSFUL AT ALL
TIMES
THIS CREATES PERMANENT ENIMITY

18. ACCOMMODATING
• PERMITTING THE OPPONENT TO SATISFY
HIS/HER CONCERNS THUS NEGLECTING
OUR OWN.
• THIS MAY RESULT IN A FEELING OF HURT
AND OFFENDED

19. AVOIDING
NOT REACTING TO THE
PROVOCATION
REMAINING INERT
TAKING NO ACTION AT ALL TO
RESOLVE THE CONFLICT
THIS STRATEGY MAY MAKE YOU IN
THE EYES OF OTHERS THAT YOU
ARE A COWARD

20. COMPROMISING
ATTEMPTING TO RESOLVE THE
CONFLICT BY IDENTIFYING A
SOLUTION SATISFACTORY FOR
BOTH THE PARTIES.
THIS IS POSSIBLE ONLY WHEN WE
CREAT WIN-WIN SITUATION

21. COLLABORATING
• APPRECIATING OTHER’S PROs & CONs
AND PROACTIVELY REACTING
• ALTHOUGH THIS STRATEGY IS HIGHLY
RECOMMENDED, IT IS DIFFICULT TO
ADOPT MOST OF THE TIME.

22. PERSONS WHO ARE
CLEVER WOULD ADOPT
DIFFERENT STRATEGIES

23. KEY VARIABLES
IMPORTANCE OF THE ISSUE
PERSON(S) BEHIND (or INVOLVED)
THE CONFLICT
IMPORTANCE OF RELATIONSHIP
TIME FACTOR

24. ALL THE BEST
MY FRIENDS !!