Conflict Management
•Download as PPTX, PDF•
0 likes•193 views
The document discusses conflict management and resolution. It defines conflict as a battle between opposing ideas or forces. It then outlines various causes of conflicts, including poorly defined goals and lack of trust. Several methods for dealing with conflicts are presented, such as competition, accommodation, avoidance and collaboration. The document also discusses different conflict styles including withdrawing (turtle), forcing (shark), smoothing (teddy bear), compromising (fox) and confronting (owl). It provides examples of when each style may be useful and concludes that conflict is a natural part of organizational dynamics that can be positively or negatively managed.
More Related Content
Recently uploaded
Recently uploaded (20)
Featured
Featured (20)
Conflict Management
- 1. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004
- 2. MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 CONFLICT MANAGEMENT SOFTWARE PROJECT MANGEMENT QAMAR - UZ - ZAMAN “CONFLICT IS UNAVOIDABLE”
- 3. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 GOALS FOR TODAY • WHAT IS CONFLICT? • HOW TO CREATE CONFLICT? • CAUSES • EFFECTS • PREVENT • METHODS TO DEAL WITH CONFLICTS • CONFLICT TABLE • STEPS TO RESOLVE CONFLICTS • CONFLICT STYLES • USES OF CONFLICT STYLES • CONCLUSION
- 4. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 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 Conflict management is the practice of identifying and handling conflict in a sensible, fair and efficient manner
- 5. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 CONFLICT What is it?
- 6. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 CONFLICT Why do we do it?
- 7. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 CONFLICT Why do we care?
- 8. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 HOW TO CREATE CONFLICT? Not being a role model Take credit, no recognition Be judgmental Send written messages Subordinate should come to see me Make yourself inaccessible to your team Individual vs team approach Telling them? Consulting them? Or deciding with them? Come tomorrow Introduce change without consultation or discussion
- 9. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 GENERAL CAUSES OF CONFLICTS Poorly defined goals Divergent personal values Lack of cooperation/trust Competition of scarce resources Unclear roles/lack of job description
- 10. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 EFFECTS OF CONFLICT IN ORGANIZATIONS Stress Absenteeism Staff turnover De-motivation Non-productivity
- 11. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 HOW TO PREVENT CONFLICTS 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
- 12. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 METHODS TO DEAL WITH CONFLICTS Competition (win-lose situation) Accommodation (win-win situation) Avoidance (lose-lose situation) Compromise (lose-lose situation) Collaboration (win-win situation)
- 13. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 CONFLICT TABLE YOU WIN YOU LOSE I WIN I LOSE WIN - WIN WIN - LOSE LOSE - LOSE LOSE - WIN
- 14. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 STEPS TO RESOLVE CONFLICTS Assure privacy Empathize than sympathize 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
- 15. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 WHAT IS YOUR CONFLICT STYLE?
- 16. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 CONFLICT STYLES Low Importance High Importance High ImportanceR E L A T I O N S H I P 1 2 3 4 5 GOALS TURTLE
- 17. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 TURTLE -- WITHDRAWING Avoid conflict as all costs Give up their personal goals & relationships Believe it is hopeless to try to resolve conflict Feel helpless Easier to withdraw than face conflict
- 18. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 CONFLICT STYLES Low Importance High Importance High ImportanceR E L A T I O N S H I P 1 2 3 4 5 GOALS TURTLE SHARK
- 19. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 SHARK -- FORCING Try to overpower opponents by forcing them to accept their solutions Not concerned with needs of others Do not care about how others perceive them Believe in winning and losing Winning gives them a sense of pride Try to win by attacking, overwhelming, & intimidating others
- 20. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 CONFLICT STYLES Low Importance High Importance High ImportanceR E L A T I O N S H I P 1 2 3 4 5 GOALS TURTLE SHARK TEDDY BEAR
- 21. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 TEDDY BEAR -- SMOOTHING Relationships most important, goals of little importance Want to be accepted and liked by other people Believe conflict should be avoided in favor of harmony Fearful that conflict will hurt someone
- 22. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 CONFLICT STYLES Low Importance High Importance High ImportanceR E L A T I O N S H I P 1 2 3 4 5 GOALS TURTLE SHARK TEDDY BEAR FOX
- 23. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 FOX -- COMPROMISING Moderately concerned with relationships and goals Willing to sacrifice part of their goals and relationships in order to find agreement for the common good
- 24. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 CONFLICT STYLES Low Importance High Importance High ImportanceR E L A T I O N S H I P 1 2 3 4 5 GOALS TURTLE SHARK TEDDY BEAR FOX OWL
- 25. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 OWL -- CONFRONTING Value their own goals and relationships View conflicts as problems to be solved See conflicts as improving relationships by reducing tension Seek solutions that satisfy both parties Not satisfied until solution is found and tension is reduced
- 26. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 USES OF THE “TURTLE” When issue is trivial When potential damage of confrontation outweighs the benefits To let people cool down & reduce tension When gathering information When others can resolve the conflict more effectively
- 27. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 USES OF THE “SHARK” When quick, decisive action is vital On important issues where unpopular actions need to be implemented To protect yourself against people who take advantage of noncompetitive behavior
- 28. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 USES OF THE “TEDDY BEAR” When you realize you are wrong To learn from others When issue is more important to the other person than to yourself As a goodwill gesture to maintain cooperative relationship To allow others to experiment
- 29. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 USES OF THE “FOX” When goals are important, but not worth the effort or disruption When opponents with equal power are strongly committed To achieve temporary settlements to complex issues
- 30. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 USES OF THE “OWL” To find an integrative solution when both sides are too important to compromise When your objective is to learn To work through hard feelings which have been interfering with a relationship
- 31. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 CONCLUSION Interaction among workers Complexity of organizational relationship Conflict is a healthy sign not a negative process Dependence of workers on one another It reflects dynamics
- 32. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 CONCLUSION POORLY MANAGED CONFLICTS WELL MANAGED CONFLICTS Problems and negative attitude Unfavorable with counter productive results Identify legitimate differences Stimulate competition Powerful source of motivation
- 33. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004 THANK YOUs
- 34. . . MUHAMMAD ABID BC141005 FEHMIDA SHABBIR BC133012 FURQAN MUNIR LODHI BC141004