Conflict management
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This document discusses the causes and types of conflict. It defines conflict as an expressed struggle between two interdependent parties with incompatible goals. The types of conflict discussed are competing, collaborating, compromising, avoiding, and accommodating. Causes of conflict include goal conflicts, affective or emotional conflicts, and cognitive conflicts of ideas. Additional causes discussed are poor communication, behavioral issues, and structural problems within organizations. The document also outlines several approaches to resolving conflicts.
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Understanding Conflict
Conflict arises when one person or group perceives another as threatening their interests or needs. Conflict progresses through stages from intrapersonal to interpersonal to intergroup. There are two main responses to conflict: flight, which involves avoidance, ignoring, or denial; and fight, which involves confrontation. Conflicts are often caused by miscommunication, threats to needs or interests, unjust treatment, disagreements over facts, or differences in interests, relationships, structures, or values. While conflicts can have negative effects by inflicting pain and clouding reasoning, they can also have positive effects like allowing issues and emotions to surface, strengthening resolve, and encouraging dialogue. To negotiate personal conflicts, one should understand the nature of conflict, acknowledge feelings,
Conflict & organization change
The document defines conflict and discusses different views on conflict. It describes the traditional, human relations, and interactionist views. The document then outlines the stages of conflict as potential opposition, cognition and personalization, intentions, behavior, and outcomes. It also discusses sources of conflict, types of conflict including functional and dysfunctional, and techniques for conflict resolution such as problem solving, compromise, and collaboration.
Conflict management
This document discusses conflict management in organizations. It defines organizational conflict as discord that arises between incompatible goals of individuals or groups. Conflict can be caused by limited resources, communication barriers, personality clashes, and differing values and goals. Conflict can have negative effects like stress and reduced productivity, but also positive effects like new ideas and problem solving. Conflicts are classified into types like dysfunctional, functional, and levels like inter-group and interpersonal. Theories of conflict management include Blake and Mouton's grid, Thomas-Kilmann model, and Rahim's dual concern theory. Collaboration is the best method that creates a win-win outcome, while mediation and arbitration involve third parties to facilitate agreement.
Conflict Management, Conflict process
Conflict refers to disagreements that arise from differences in opinions, goals, or views between individuals or groups. There are several types of conflict, including intra-individual, interpersonal, intra-group, and inter-group. Conflicts are generally inevitable and can have both positive and negative effects on organizations. Conflict arises through a process that includes latent conflict, perceived conflict, felt conflict, manifest conflict, and conflict aftermath. Proper conflict management is important for organizational success.
Conflict resolution
Conflict resolution involves facilitating a peaceful end to conflict through communication and collective negotiation. There are a variety of conflict resolution methods, including negotiation, mediation, diplomacy, and peacebuilding. Conflict resolution styles are informed by individuals' level of concern for themselves and others, with cooperation seen as the most effective style as it involves finding solutions agreeable to all parties. Culture also influences approaches to conflict resolution, as direct communication may be considered rude in some cultures.
Conflicts (social psychology)
According to Erikson's theory of psychosocial development, a conflict is a turning point when an individual struggles to attain a psychological quality like trust versus mistrust in early childhood. There are different types of conflicts including approach-approach, avoidance-avoidance, and approach-avoidance. Conflicts can occur at the interpersonal, role, intergroup, and international levels and can be caused by social dilemmas, competition, perceived injustice, and misperception. Conflicts can be dealt with using the four Cs of contact, cooperation through methods like common goals and learning, communication through bargaining, mediation and arbitration, and conciliation using techniques like GRIT.
conflict
This document defines conflict and discusses different types of conflict. It begins by defining conflict as the expression of hostility, negative attitudes, and misunderstanding. It then discusses three views of conflict: the traditional view which sees conflict as negative, the human relations view which sees conflict as natural and sometimes beneficial, and the modern view which sees a minimum level of conflict as necessary for group performance. The document outlines types of functional/constructive and dysfunctional/destructive conflict and different levels of conflict including individual, group, organizational, intra-group, and inter-group conflict.
Conflict management
Conflict is defined as an expressed struggle between two interdependent parties who perceive incompatible goals, scarce resources, or interference in achieving their goals. Conflicts can originate from differences in beliefs, values, interests, desires, or competition over scarce resources. While conflict can encourage eliminating groupthink and improve group performance with task conflicts, escalating conflicts typically yield negative results. The conflict process involves potential opposition, personalization of conflict, intentions to address it, behaviors taken, and outcomes. Conflict management aims to improve situations and strengthen relationships through proactive and collaborative approaches. Blake and Mouton's conflict grid shows different conflict approaches from avoidance to collaboration. Conflict resolution techniques include problem solving, compromise, altering behaviors or structures.
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Understanding Conflict
Conflict arises when one person or group perceives another as threatening their interests or needs. Conflict progresses through stages from intrapersonal to interpersonal to intergroup. There are two main responses to conflict: flight, which involves avoidance, ignoring, or denial; and fight, which involves confrontation. Conflicts are often caused by miscommunication, threats to needs or interests, unjust treatment, disagreements over facts, or differences in interests, relationships, structures, or values. While conflicts can have negative effects by inflicting pain and clouding reasoning, they can also have positive effects like allowing issues and emotions to surface, strengthening resolve, and encouraging dialogue. To negotiate personal conflicts, one should understand the nature of conflict, acknowledge feelings,
Conflict & organization change
The document defines conflict and discusses different views on conflict. It describes the traditional, human relations, and interactionist views. The document then outlines the stages of conflict as potential opposition, cognition and personalization, intentions, behavior, and outcomes. It also discusses sources of conflict, types of conflict including functional and dysfunctional, and techniques for conflict resolution such as problem solving, compromise, and collaboration.
Conflict management
This document discusses conflict management in organizations. It defines organizational conflict as discord that arises between incompatible goals of individuals or groups. Conflict can be caused by limited resources, communication barriers, personality clashes, and differing values and goals. Conflict can have negative effects like stress and reduced productivity, but also positive effects like new ideas and problem solving. Conflicts are classified into types like dysfunctional, functional, and levels like inter-group and interpersonal. Theories of conflict management include Blake and Mouton's grid, Thomas-Kilmann model, and Rahim's dual concern theory. Collaboration is the best method that creates a win-win outcome, while mediation and arbitration involve third parties to facilitate agreement.
Conflict Management, Conflict process
Conflict refers to disagreements that arise from differences in opinions, goals, or views between individuals or groups. There are several types of conflict, including intra-individual, interpersonal, intra-group, and inter-group. Conflicts are generally inevitable and can have both positive and negative effects on organizations. Conflict arises through a process that includes latent conflict, perceived conflict, felt conflict, manifest conflict, and conflict aftermath. Proper conflict management is important for organizational success.
Conflict resolution
Conflict resolution involves facilitating a peaceful end to conflict through communication and collective negotiation. There are a variety of conflict resolution methods, including negotiation, mediation, diplomacy, and peacebuilding. Conflict resolution styles are informed by individuals' level of concern for themselves and others, with cooperation seen as the most effective style as it involves finding solutions agreeable to all parties. Culture also influences approaches to conflict resolution, as direct communication may be considered rude in some cultures.
Conflicts (social psychology)
According to Erikson's theory of psychosocial development, a conflict is a turning point when an individual struggles to attain a psychological quality like trust versus mistrust in early childhood. There are different types of conflicts including approach-approach, avoidance-avoidance, and approach-avoidance. Conflicts can occur at the interpersonal, role, intergroup, and international levels and can be caused by social dilemmas, competition, perceived injustice, and misperception. Conflicts can be dealt with using the four Cs of contact, cooperation through methods like common goals and learning, communication through bargaining, mediation and arbitration, and conciliation using techniques like GRIT.
conflict
This document defines conflict and discusses different types of conflict. It begins by defining conflict as the expression of hostility, negative attitudes, and misunderstanding. It then discusses three views of conflict: the traditional view which sees conflict as negative, the human relations view which sees conflict as natural and sometimes beneficial, and the modern view which sees a minimum level of conflict as necessary for group performance. The document outlines types of functional/constructive and dysfunctional/destructive conflict and different levels of conflict including individual, group, organizational, intra-group, and inter-group conflict.
Conflict management
Conflict is defined as an expressed struggle between two interdependent parties who perceive incompatible goals, scarce resources, or interference in achieving their goals. Conflicts can originate from differences in beliefs, values, interests, desires, or competition over scarce resources. While conflict can encourage eliminating groupthink and improve group performance with task conflicts, escalating conflicts typically yield negative results. The conflict process involves potential opposition, personalization of conflict, intentions to address it, behaviors taken, and outcomes. Conflict management aims to improve situations and strengthen relationships through proactive and collaborative approaches. Blake and Mouton's conflict grid shows different conflict approaches from avoidance to collaboration. Conflict resolution techniques include problem solving, compromise, altering behaviors or structures.
Conflict management
This document discusses conflict management and provides information on the nature of conflict, types of conflict situations, and levels of conflict. It defines conflict as a serious disagreement that is typically prolonged. Conflict occurs when individuals cannot choose between alternative actions or have differing perceptions and goals. The document outlines various types of conflict situations including vertical, horizontal, line-staff, and role conflicts. It also describes levels of conflict such as individual, organizational, and inter-organizational conflicts. Causes of individual conflict including goal conflicts and role conflicts are explained. Organizational conflict arises due to incompatible goals between groups. Sources of organizational conflict involve differing goals, overlapping authority, task dependencies, and scarce resources.
Lecture 1, what is conflict
The document discusses the topic of conflict in business organizations. It defines conflict and describes different types of conflict including goal conflict, affective conflict, cognitive conflict, and procedural conflict. It then discusses different views of conflict in business, including the traditional view that conflict is bad, the human relations view that conflict is inevitable, and the interactionist view that functional conflict can be good. The document outlines the stages of conflict including potential opposition, cognition and personalization, behavior, and outcomes. It also discusses methods for resolving conflict such as passive resolution, win-win solutions, structured problem solving, confronting conflict, and selecting a better alternative.
Conflict managment
This document outlines key aspects of conflict management including types, sources, stages, effects, coping strategies, and styles of conflict. It discusses intra-individual, interpersonal, intergroup, and organizational conflicts. The stages of conflict progression include latent conflict, awareness, frustration, tension, antagonism, disagreement, and threats. Effective conflict management includes avoiding or withdrawing, accommodating, competing, compromising, and collaborating to solve problems. Negotiation aims to satisfy all parties through a win-win orientation.
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This document discusses conflict resolution and peacemaking. It describes how conflicts often arise from cultural and historical differences between groups. It emphasizes the importance of empathy in resolving conflicts, and outlines a five-stage process for peacemaking: (1) engage a mediator, (2) acknowledge the conflict is problematic, (3) reevaluate past wrongs, (4) develop reconciliation plans, and (5) fully understand the conflict to implement necessary changes. The document stresses that teaching children emotional awareness and empathy provides skills for resolving conflicts constructively rather than through power struggles or violence.
Chapter 13 Summary
This document summarizes conflict and conflict management. It discusses the sources and process of conflict, how conflict can be constructive or socioemotional, and strategies for managing conflict such as emphasizing common goals, improving communication, and third-party dispute resolution methods like mediation and arbitration. Conflict tends to increase with incompatible goals, differing values and beliefs, interdependence, scarce resources, and communication problems. Negotiation and third-party involvement can help resolve conflicts.
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This document provides an overview of interpersonal communication and conflict presented by a group with four members. It defines interpersonal conflict, discusses how it can be expressed directly or indirectly, and notes it requires interdependence between parties. The document outlines different approaches to conflict including lose-lose, win-lose, and win-win, and responses such as exit, neglect, loyalty, and voice. It provides tips for constructive communication and managing conflict through cooperative strategies focused on mutual understanding and compromise.
Organisational conflicts and resolution
This document discusses organizational conflicts and resolution. It defines organizational conflict as discord caused by opposing needs, values, and interests between coworkers. There are three levels of conflict: intrapersonal within individuals, interpersonal between individuals, and intergroup across groups. Sources of conflict include organizational change, personality clashes, different values, faulty communication, and distrust. While conflicts can negatively impact communication, motivation, and stress, they can also encourage new ideas and better decision-making if resolved constructively. Methods for resolving conflicts mentioned are compromising, forcing, avoiding, smoothing over, and confronting issues. The document emphasizes resolving conflicts respectfully through open communication and finding mutually agreeable solutions.
Transition in conflict thought
The traditional view believed conflict should be avoided as it was seen as negative and the result of poor communication or unmet needs. Over time, views shifted and conflict came to be seen as natural and inevitable under the human relations view. Currently, the interactionist view holds that some conflict is necessary and positive, helping groups perform effectively, with task and process conflicts seen as functional if kept at low-to-moderate levels as they help clarify goals and methods.
Unit 4 org conflict
Organizational conflicts arise when the goals, interests, or values of individuals or groups are incompatible and they thwart each other's efforts to achieve objectives. Sources of conflict include different goals and time horizons between groups, overlapping authority between managers, task interdependencies where one group relies on another, different reward systems, scarce resources, and status inconsistencies. There are four main types of conflicts: interpersonal, intragroup, intergroup, and inter-organizational. Conflicts can be managed through functional resolution methods like compromise, collaboration, accommodation, avoidance, or competition.
Conflict
The document discusses the concept of conflict, defining it as the perception of differences in opinions, interests, or goals that negatively affect something a party cares about. It notes conflict is natural and can be functional or dysfunctional. The document outlines various views on conflict and describes the stages of conflict from potential incompatibility to outcomes. It also discusses types of conflict at the individual, group, and organizational levels and methods for managing conflict, including resolution techniques like problem solving, compromise, and altering human or structural variables.
Managing interpersonal conflicts
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Ingredients of a conflict; relationship and relation frame; emotions; stapes in the evolution of a conflict; diagnosing the object of the conflict; solving a conflct whitout makink anay loosers; managing emotional crisis
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Functional vs Dysfunctional
Positive Consequences of conflict
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Stages
Conflict and performance
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Inter personal conflict
inter group conflict
Organizational conflict
Conflict Management conflict
Confilct and conflict resolution
This document provides an overview of conflict and conflict resolution. It defines conflict as a struggle between two or more opposing forces that creates tension requiring resolution. The document discusses different views of conflict, types of conflict, levels of conflict including individual, group and organizational, and positive and negative aspects of conflict. It also outlines the process of conflict from latent to manifest stages. Finally, it explores various strategies for resolving conflicts within and between groups, such as problem solving, organization redesign, superordinate goals, and expanding resources.
Conflict resolution
This document discusses conflict resolution. It defines conflict and identifies sources of conflict such as competition over limited resources. Conflict can be functional or dysfunctional for organizations. Functional conflict involves open-minded exploration of ideas that can lead to innovation, while dysfunctional conflict involves anger and antagonism. The document outlines models for types of conflict, the conflict process, and styles of conflict management, including forcing, collaboration, compromising, avoiding, and accommodating styles. Managers must determine if a conflict is functional or dysfunctional in order to apply the proper resolution approach.
Conflict Theories by Abid Zafar
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Conflict Process
This document discusses conflict and conflict resolution. It defines conflict as a disagreement between people with differing ideas, perspectives, priorities or beliefs. The document outlines various types of conflict, including functional vs. dysfunctional conflict, and individual, group, and organizational conflict. It then discusses different approaches to conflict resolution, including accommodation, avoidance, competition, compromise, and collaboration. The goal of conflict resolution is to address each side's needs and reach an agreement.
Conflict mamagement...piyush sharma DAIMSR nagpur
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Conflicts in organizations
This document discusses various perspectives on organizational conflict. It notes that traditional views saw conflict as something to be avoided or suppressed, while more modern views see some conflict as inevitable and possibly beneficial if managed properly. It defines conflict as involving divergent views and incompatibility between those views. The document outlines different types of conflict and hostility, as well as factors that can influence and exacerbate conflict such as scarce resources, autonomy, and goal divergence. It advocates for contingency-based approaches to conflict that diagnose the specific situation and apply collaborative problem-solving methods when appropriate to achieve win-win outcomes.
Basic understanding of conflict and conflict management
This document provides an overview of basic concepts related to conflict and conflict management. It defines conflict as a struggle between opposing groups, interests, or ideas. The document outlines different types and levels of conflict, from interpersonal to international. It also discusses theories of conflict, including Galtung's concept of direct, structural and cultural violence. The stages of conflict are described moving from latent issues to open confrontation. Finally, the document discusses strategies for managing conflict, including different styles of engagement and tools like negotiation, mediation and arbitration.
Managing Interpersonal and Intergroup Conflict
Here are some ways to promote functional conflict:
- Lead by example by respectfully sharing opposing views yourself. This shows it's acceptable and can be productive.
- Assign a "devil's advocate" during decision-making processes whose role is to question assumptions and suggest weaknesses or alternative perspectives. This structured approach prevents conflict from becoming personal.
- Role-play reactions by having groups imagine how the competitor or other stakeholders might view options. Taking others' perspectives leads to more robust discussions and vetting of ideas.
- Repeat role-plays with groups switching sides to gain new insights and ensure all aspects are thoroughly debated before deciding. The process of arguing multiple viewpoints strengthens the final solution.
- Create diversity
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Conflict management
This document discusses conflict management and provides information on the nature of conflict, types of conflict situations, and levels of conflict. It defines conflict as a serious disagreement that is typically prolonged. Conflict occurs when individuals cannot choose between alternative actions or have differing perceptions and goals. The document outlines various types of conflict situations including vertical, horizontal, line-staff, and role conflicts. It also describes levels of conflict such as individual, organizational, and inter-organizational conflicts. Causes of individual conflict including goal conflicts and role conflicts are explained. Organizational conflict arises due to incompatible goals between groups. Sources of organizational conflict involve differing goals, overlapping authority, task dependencies, and scarce resources.
Lecture 1, what is conflict
The document discusses the topic of conflict in business organizations. It defines conflict and describes different types of conflict including goal conflict, affective conflict, cognitive conflict, and procedural conflict. It then discusses different views of conflict in business, including the traditional view that conflict is bad, the human relations view that conflict is inevitable, and the interactionist view that functional conflict can be good. The document outlines the stages of conflict including potential opposition, cognition and personalization, behavior, and outcomes. It also discusses methods for resolving conflict such as passive resolution, win-win solutions, structured problem solving, confronting conflict, and selecting a better alternative.
Conflict managment
This document outlines key aspects of conflict management including types, sources, stages, effects, coping strategies, and styles of conflict. It discusses intra-individual, interpersonal, intergroup, and organizational conflicts. The stages of conflict progression include latent conflict, awareness, frustration, tension, antagonism, disagreement, and threats. Effective conflict management includes avoiding or withdrawing, accommodating, competing, compromising, and collaborating to solve problems. Negotiation aims to satisfy all parties through a win-win orientation.
Conflict resolution and peacemaking paper
This document discusses conflict resolution and peacemaking. It describes how conflicts often arise from cultural and historical differences between groups. It emphasizes the importance of empathy in resolving conflicts, and outlines a five-stage process for peacemaking: (1) engage a mediator, (2) acknowledge the conflict is problematic, (3) reevaluate past wrongs, (4) develop reconciliation plans, and (5) fully understand the conflict to implement necessary changes. The document stresses that teaching children emotional awareness and empathy provides skills for resolving conflicts constructively rather than through power struggles or violence.
Chapter 13 Summary
This document summarizes conflict and conflict management. It discusses the sources and process of conflict, how conflict can be constructive or socioemotional, and strategies for managing conflict such as emphasizing common goals, improving communication, and third-party dispute resolution methods like mediation and arbitration. Conflict tends to increase with incompatible goals, differing values and beliefs, interdependence, scarce resources, and communication problems. Negotiation and third-party involvement can help resolve conflicts.
Managing conflict in relationships
This document provides an overview of interpersonal communication and conflict presented by a group with four members. It defines interpersonal conflict, discusses how it can be expressed directly or indirectly, and notes it requires interdependence between parties. The document outlines different approaches to conflict including lose-lose, win-lose, and win-win, and responses such as exit, neglect, loyalty, and voice. It provides tips for constructive communication and managing conflict through cooperative strategies focused on mutual understanding and compromise.
Organisational conflicts and resolution
This document discusses organizational conflicts and resolution. It defines organizational conflict as discord caused by opposing needs, values, and interests between coworkers. There are three levels of conflict: intrapersonal within individuals, interpersonal between individuals, and intergroup across groups. Sources of conflict include organizational change, personality clashes, different values, faulty communication, and distrust. While conflicts can negatively impact communication, motivation, and stress, they can also encourage new ideas and better decision-making if resolved constructively. Methods for resolving conflicts mentioned are compromising, forcing, avoiding, smoothing over, and confronting issues. The document emphasizes resolving conflicts respectfully through open communication and finding mutually agreeable solutions.
Transition in conflict thought
The traditional view believed conflict should be avoided as it was seen as negative and the result of poor communication or unmet needs. Over time, views shifted and conflict came to be seen as natural and inevitable under the human relations view. Currently, the interactionist view holds that some conflict is necessary and positive, helping groups perform effectively, with task and process conflicts seen as functional if kept at low-to-moderate levels as they help clarify goals and methods.
Unit 4 org conflict
Organizational conflicts arise when the goals, interests, or values of individuals or groups are incompatible and they thwart each other's efforts to achieve objectives. Sources of conflict include different goals and time horizons between groups, overlapping authority between managers, task interdependencies where one group relies on another, different reward systems, scarce resources, and status inconsistencies. There are four main types of conflicts: interpersonal, intragroup, intergroup, and inter-organizational. Conflicts can be managed through functional resolution methods like compromise, collaboration, accommodation, avoidance, or competition.
Conflict
The document discusses the concept of conflict, defining it as the perception of differences in opinions, interests, or goals that negatively affect something a party cares about. It notes conflict is natural and can be functional or dysfunctional. The document outlines various views on conflict and describes the stages of conflict from potential incompatibility to outcomes. It also discusses types of conflict at the individual, group, and organizational levels and methods for managing conflict, including resolution techniques like problem solving, compromise, and altering human or structural variables.
Managing interpersonal conflicts
Slideshows about nonviolence and nonviolent resolution of conflicts, economic alternatives, ecology, social change, spirituality : www.irnc.org , Slideshows in english
Managing interpersonal conflicts
Ingredients of a conflict; relationship and relation frame; emotions; stapes in the evolution of a conflict; diagnosing the object of the conflict; solving a conflct whitout makink anay loosers; managing emotional crisis
Conflict
Conflict
nature
Functional vs Dysfunctional
Positive Consequences of conflict
Negative Consequences of conflict
Stages
Conflict and performance
Type of conflict
Intra Individual conflict
Inter personal conflict
inter group conflict
Organizational conflict
Conflict Management conflict
Confilct and conflict resolution
This document provides an overview of conflict and conflict resolution. It defines conflict as a struggle between two or more opposing forces that creates tension requiring resolution. The document discusses different views of conflict, types of conflict, levels of conflict including individual, group and organizational, and positive and negative aspects of conflict. It also outlines the process of conflict from latent to manifest stages. Finally, it explores various strategies for resolving conflicts within and between groups, such as problem solving, organization redesign, superordinate goals, and expanding resources.
Conflict resolution
This document discusses conflict resolution. It defines conflict and identifies sources of conflict such as competition over limited resources. Conflict can be functional or dysfunctional for organizations. Functional conflict involves open-minded exploration of ideas that can lead to innovation, while dysfunctional conflict involves anger and antagonism. The document outlines models for types of conflict, the conflict process, and styles of conflict management, including forcing, collaboration, compromising, avoiding, and accommodating styles. Managers must determine if a conflict is functional or dysfunctional in order to apply the proper resolution approach.
Conflict Theories by Abid Zafar
This document discusses conflict theories and terminology. It defines conflict and explores explanations for conflict including communication theory, human needs theory, and abuse of power. It then examines approaches for responding to conflict such as conflict management, mediation, and peacekeeping. Finally, it outlines ways of overcoming conflict including conflict resolution, peace-building, and conflict transformation.
Conflict Process
This document discusses conflict and conflict resolution. It defines conflict as a disagreement between people with differing ideas, perspectives, priorities or beliefs. The document outlines various types of conflict, including functional vs. dysfunctional conflict, and individual, group, and organizational conflict. It then discusses different approaches to conflict resolution, including accommodation, avoidance, competition, compromise, and collaboration. The goal of conflict resolution is to address each side's needs and reach an agreement.
Conflict mamagement...piyush sharma DAIMSR nagpur
its my seminar presentation on conflict management.i am piyush sharma,student of one of the best institute of vidarbha DAIMSR nagpur..
Conflicts in organizations
This document discusses various perspectives on organizational conflict. It notes that traditional views saw conflict as something to be avoided or suppressed, while more modern views see some conflict as inevitable and possibly beneficial if managed properly. It defines conflict as involving divergent views and incompatibility between those views. The document outlines different types of conflict and hostility, as well as factors that can influence and exacerbate conflict such as scarce resources, autonomy, and goal divergence. It advocates for contingency-based approaches to conflict that diagnose the specific situation and apply collaborative problem-solving methods when appropriate to achieve win-win outcomes.
Basic understanding of conflict and conflict management
This document provides an overview of basic concepts related to conflict and conflict management. It defines conflict as a struggle between opposing groups, interests, or ideas. The document outlines different types and levels of conflict, from interpersonal to international. It also discusses theories of conflict, including Galtung's concept of direct, structural and cultural violence. The stages of conflict are described moving from latent issues to open confrontation. Finally, the document discusses strategies for managing conflict, including different styles of engagement and tools like negotiation, mediation and arbitration.
Managing Interpersonal and Intergroup Conflict
Here are some ways to promote functional conflict:
- Lead by example by respectfully sharing opposing views yourself. This shows it's acceptable and can be productive.
- Assign a "devil's advocate" during decision-making processes whose role is to question assumptions and suggest weaknesses or alternative perspectives. This structured approach prevents conflict from becoming personal.
- Role-play reactions by having groups imagine how the competitor or other stakeholders might view options. Taking others' perspectives leads to more robust discussions and vetting of ideas.
- Repeat role-plays with groups switching sides to gain new insights and ensure all aspects are thoroughly debated before deciding. The process of arguing multiple viewpoints strengthens the final solution.
- Create diversity
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- 1. PRESENTED BY : ABDUL KHALIQ AMIT DORA AMANDEEP KAUR AMARDEEP SINGH AMRITPAL SINGH
- 3. Conflict is an expressed struggle between at least two interdependent parties who perceive incompatible goals, scare resources and interference from others in achieving their goals . A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.
- 4. The use of resolution and stimulation techniques to achieve the desired level of conflict.
- 6. Competing A desire to satisfy one's interest, regardless of the impact on the other party to the conflict. Collaborating A situation in which the parties to a conflict each desire to satisfy fully the concern of all parties Compromising A situation in which each party to a conflict is willing to give up something
- 7. Avoiding the desire to withdraw from or suppress a conflict Accommodating The willingness of one party is a conflict to place the opponents interests above his/her own
- 8. Goal Conflict: Conflict arises when an individual selects or is assigned goals that are incompatible with each other, it refer to the extent to which an individual’s goal or group’s goals are at odds with one other. For assigned students to get 80% mark and also earn Rs. 20000 at the end of semester i.e. in one month.
- 9. It can be explained as the incompatible feeling and emotions within the individual or between individuals. Interpersonal conflicts as well as antagonism (being in opposition) between groups are examples of affective conflict.
- 10. It occurs when thoughts and ideas within an individual or between individuals or groups are incompatible.
- 12. Causes of conflict have been categorized under three aspect:- › COMMUNICATIONAL ASPECT OF CONFLICT › BEHAVIOURAL ASPECT OF CONFLICT › STRUCTURAL ASPECT OF CONFLICT
- 13. Lack of proper communication can be conflict. The problem of communication process could be due to:- › Too much or too little communication › Filtering of communication which means information is passes through many levels or through many members. › Semantic problems arise due to differences in background, training, selection and inadequate information about others. › Problems of noise.
- 14. It arises out of human thoughts & feelings, emotions & attitudes, personality traits. It may be because of differing views about various issues.
- 15. These conflicts arises due to structural designs of organizations:- › The larger the size of organization, more will be the chances of conflict. › Participation of subordinates in decision making process is one of the cause of conflict.
- 16. Problem solving Subordinate goals Expansion of resources Avoidance Smoothing Compromise Authoritative command Altering human variables Altering structural variables
- 17. 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