This document outlines a training program on conflict management. It discusses defining conflict, functional and dysfunctional conflict, causes of conflict, and indicators of conflict. It describes optimal levels of conflict and the advantages. Five conflict resolution styles are presented: competing, avoiding, compromising, accommodating, and collaborating. A four-step conflict resolution process is outlined involving identifying issues, developing strategies, applying strategies, and following up. Guidance is provided on dealing with anger and proactively managing conflict.
In this presentation we will cover -
1. What is conflict?
2. Sources of Conflict
3.Symptoms of conflict
4. Levels of Conflict
5.Stages of conflict
6.Conflict Thoughts
7. Conflict Resolution Styles
8.How to achieve win-win out comes?
I hope this presentation is helpful to you! :)
Conflict Management and conflict resolution techniquesHemanth M
Conflict is an inevitable and unavoidable part of our everyday professional and personal lives. This ppt concentrates on identifying and resolving the conflict in the organization.
In this presentation we will cover -
1. What is conflict?
2. Sources of Conflict
3.Symptoms of conflict
4. Levels of Conflict
5.Stages of conflict
6.Conflict Thoughts
7. Conflict Resolution Styles
8.How to achieve win-win out comes?
I hope this presentation is helpful to you! :)
Conflict Management and conflict resolution techniquesHemanth M
Conflict is an inevitable and unavoidable part of our everyday professional and personal lives. This ppt concentrates on identifying and resolving the conflict in the organization.
Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of the conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in an organizational setting.
Facts about conflict,Four Basic Elements of Conflict,Conflict Indicators,Resolving Conflict,Common ways of Dealing with Conflicts among others are highligthed.
This is a presentation about a topic in Human resource management- Conflict management. It gives a detailed insight into what is conflict and conflict management. Conflict management styles, measures and conflict management in workplace is also explained.
Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of the conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in an organizational setting.
Facts about conflict,Four Basic Elements of Conflict,Conflict Indicators,Resolving Conflict,Common ways of Dealing with Conflicts among others are highligthed.
This is a presentation about a topic in Human resource management- Conflict management. It gives a detailed insight into what is conflict and conflict management. Conflict management styles, measures and conflict management in workplace is also explained.
Having employee problems? Employees do not seem to be able to get along? Need more teamwork? A good class in Conflict Management might be just what the doctor ordered. You have here 38 slides for a full-day class with exercises and activities to help employees and managers learn how to better handle conflict in the workplace. Call me if you have any questions: 612-310-3803. John
This is a presentation on Conflict Management. It is a session on how to better manage Conflict in an organization. We all know that conflict in inevitable in any organization. What is required is an effective management of Conflict. In this session I will take you through different reasons why conflict occurs and different styles of managing conflict. I am sure after going through this presentation, you will learn better ways to manage conflict. Enjoy this presentation.
I have added my voice also on this presentation so put on slide show and keep your computer volume high.
Sources of conflict, conflict resolution and impact on Project PerformanceSameer Dhurat
A conflict arises when individuals have varied interests, opinions and thought processes and are just not willing to compromise with each other. It is always wise to adjust to some extent and try to find a solution to the problem rather than cribbing and fighting. Conflicts and disagreements only lead to negativity and things never reach a conclusion. It only adds on to the tensions and makes life hell. It actually leaves you drained and spoils your reputation. Every individual should try his level best to avoid conflict at the first place rather than resolving it later. Precautions must be taken at the right time to avoid a conflict.
APM SWWE Branch webinar, presented by Lucy Finney on 4 November 2020
https://www.apm.org.uk/news/intelligent-conflict-management-how-to-deal-with-conflict-in-project-teams-webinar/
Presentation on workplace conflict covering
- What is “problem” conflict?
- The inevitability of conflict within workplace teams
- The 5 Recognized approaches to dealing with conflict
- What are your usual Conflict Styles?
- Tips and strategies to reduce conflict
- When to bring in a Mediator
- Recap
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This presentation dispels 5 common myths of conflict and helps us recognize and broaden our conflict styles. Intention: To shift the paradigm of conflict, relating to and applying its constructive and transformational capacities.
Where there is change, there is conflict. Where there is conflict, there is often change (or a change that is needed). And, sometimes there is conflict just because there are people. In both our personal and professional lives, we are often in the midst of generating or participating in change. Our ability to navigate change and conflict and lead through this elusive process is paramount to success. In today's environment, conflict can be constructive and essential to innovation. Intrigued?
Darshana Patel is a Transformation Facilitator and Coach specializing in Change Leadership and Conflict with 20 years experience. Darshana is Founder of Unscripted Way, an approach to help people and organizations distinguish and rewire their limiting patterns so they can liberate their true potential and redefine what’s possible for themselves and the communities they impact.
Darshana’s career has an uncommon balance of progressive theory and practical, in-the-trenches experience. She possesses a Master’s degree in Conflict and is certified in Change Leadership through Cornell and GE.
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2. TRAINING PROGRAMME OVERVIEW
• Defining the fundamental concepts
• Optimal levels of conflict
• The manager’s roles and responsibilities as a conflict manager
• The five (5) distinctive conflict resolution styles
Characteristics
Suitability and appropriateness
• Applying the 4-step conflict resolution process
• Proactively managing conflict
• Dealing effectively with anger
3. THE FUNDAMENTALS OF CONFLICT
MANAGEMENT
• Defining conflict
• Differentiating between functional and
dysfunctional conflict
• Identifying the causes/sources of conflict
• Indicators/warning signals of conflict
4. FUNCTIONAL AND DYSFUNCTIONAL
CONFLICT
• Functional conflict leads to open discussion, a better
understanding of differences, innovative solutions and
greater commitment.
• Functional conflict contributes to the achievement of
organizational goals and enhances relationship-building.
• Dysfunctional conflict tends be more focused on emotions
than on the goal/task at hand known as affect
conflict/interpersonal conflict, it is destructive when a
solution is not reached, energy is diverted away from the
core problem and morale is negatively affected.
• Dysfunctional conflict is detrimental to relationships within
the team and team performance.
9. ADVANTAGES OF OPTIMAL LEVELS OF
CONFLICT
• Co-operation from team members
• Improved performance and productivity
• Reduced stress and preserved integrity
• Solve problems as quickly as possible
• Improved relationships and teamwork
• Enhanced creativity
• Increased staff morale
11. CONFLICT MANAGER
• Key responsibilities include:
Helping to identify the sources of conflict
Identifying the resolution options available
Evaluating the advantages and disadvantages of
each resolution option
14. SHARK CHARACTERISTICS
• Sharks use a forcing or competing conflict management style
• Sharks are highly goal-oriented
• Relationships take on a lower priority
• Sharks do not hesitate to use aggressive behaviour to resolve conflicts
• Sharks can be autocratic, authoritative, and uncooperative; threatening and
intimidating
• Sharks have a need to win; therefore others must lose, creating win-lose
situations
• Advantage: If the shark's decision is correct, a better decision without
compromise can result
• Disadvantage: May breed hostility and resentment toward the person using it
15. TURTLE CHARACTERISTICS
• Turtles adopt an avoiding or withdrawing conflict management
style
• Turtles would rather hide and ignore conflict than resolve it; this
leads them uncooperative and unassertive
• Turtles tend to give up personal goals and display passive
behaviour creating lose-lose situations
• Advantage: may help to maintain relationships that would be hurt
by conflict resolution
• Disadvantage: Conflicts remain unresolved, overuse of the style
leads to others walking over them
16. FOX CHARACTERISTICS
• Foxes use a compromising conflict management style; concern is
for goals and relationships
• Foxes are willing to sacrifice some of their goals while persuading
others to give up part of theirs
• Compromise is assertive and cooperative-result is either win-lose
or lose-lose
• Advantage: relationships are maintained and conflicts are
removed
• Disadvantage: compromise may create less than ideal outcome
and game playing can result
17. TEDDY-BEAR CHARACTERISTICS
• Teddy bears use a smoothing or accommodating conflict
management style with emphasis on human relationships
• Teddy bears ignore their own goals and resolve conflict by giving
into others; unassertive and cooperative creating a win-lose (bear
is loser) situation
• Advantage: Accommodating maintains relationships
• Disadvantage: Giving in may not be productive, bear may be taken
advantage of
18. OWL CHARACTERISTICS
• Owls use a collaborating or problem confronting conflict
management style valuing their goals and relationships
• Owls view conflicts as problems to be solved finding solutions
agreeable to all sides (win-win)
• Advantage: both sides get what they want and negative feelings
eliminated
• Disadvantage: takes a great deal of time and effort
19.
20. THE 4-STEP CONFLICT RESOLUTION
PROCESS – THERAPEUTIC MODEL
• Step 1: Identify sources of potential and actual conflict
(DIAGNOSIS)
• Step 2: Develop conflict resolution strategies/techniques
(EXAMINATION)
• Step 3: Apply conflict resolution strategies/techniques (REMEDY)
• Step 4: Control and review the effectiveness of the conflict
resolution strategy/technique (FOLLOW-UP)
21. STEP 1: DIAGNOSIS
• Identify the sources/causes of conflict:
Intra-personal
Interpersonal
Intra-group or Inter-group
• The best approach to manage conflict
effectively is to be proactive.
22. STEP 2: EXAMINATION
• Develop conflict resolution strategies/techniques:
Shark (Competing)
Turtle (Avoiding)
Fox (Compromising)
Teddy-bear (Accommodating)
Owl (Collaborating)
• There is no one best way to deal with conflict. It is dependent on the
current situation as well as the team members involved in the conflict.
• The golden rule is that managers should take prompt action in resolving
conflict.
• By failing to act, it may result in the conflict escalating beyond control and
“spreading like a cancer” negatively affecting team performance and
relationships.
23. STEP 3: REMEDY
• Apply conflict resolution strategies/techniques
• The key is to match strategies to situations.
• Influential considerations:
Time pressure
Issue importance
Relationship importance
Relative power
24. SUITABILITY AND APPROPRIATENESS:
SHARK
• When conflict involves personal differences that are difficult to change
• When fostering intimate or supportive relationships is not critical
• When others are likely to take advantage of non-competitive behaviour
• When conflict resolution is urgent; when decision is vital and when in a
crisis
• When unpopular decisions need to be implemented
• Use when you have a very strong conviction about your position
• If time is precious and if you have enough power to impose your will
25. SUITABILITY AND APPROPRIATENESS:
TURTLE
• When the stakes are not high or issue is trivial
• When confrontation will hurt a working relationship
• When there is little chance of satisfying your wants
• When disruption outweighs benefit of conflict resolution
• When gathering information is more important than an immediate
decision
• When others can more effectively resolve the conflict
• When time constraints demand a delay
• Use it when it simply is not worth the effort to argue
26. SUITABILITY AND APPROPRIATENESS:
FOX
• When important/complex issues leave no clear or
simple solutions
• When all conflicting people are equal in power
and have strong interests in different solutions
• When there are no time restraints
• Use when the goal is to get past the issue and
move on
27. SUITABILITY AND APPROPRIATENESS:
TEDDY-BEAR
• When maintaining the relationship outweighs other
considerations
• When suggestions/changes are not important to the
accommodator
• When minimizing losses in situations where outmatched or losing
• When time is limited or when harmony and stability are valued
• Use this approach very sparingly and infrequently, for example, in
situations when you know that you will have another more useful
approach in the very near future
28. SUITABILITY AND APPROPRIATENESS:
OWL
• When maintaining relationships is important
• When time is not a concern
• When peer conflict is involved
• When trying to gain commitment through consensus building
• When learning and trying to merge differing perspectives
• Use when the goal is to meet as many current needs as possible
by using mutual resources. This approach sometimes raises new
mutual needs.
• Use when the goal is to cultivate ownership and commitment
29. STEP 4: FOLLOW-UP
• Managers will need to confirm whether this technique
has adequately resolved the conflict.
• In the event that this dysfunctional conflict persists,
managers may have to resort to alternative (third
party) strategies:
Mediation
Counseling
Organizational development (OD) interventions
30. PRO-ACTIVELY MINIMIZING CONFLICT
• Referring (to expert staff)
• Informing
Performance expectations
Changes to organizational policy and operations
• Consulting with team members
• Employee Engagement
33. DEALING WITH ANGER
• To effectively defuse anger, keep in mind the
needs of the angry speaker:
• To vent
• To get the listener's attention
• To be heard
• To be understood
34. DEALING WITH ANGER
• When you're listening to an angry person,
apply the following constructive behaviour:
• Be attentive and patient
• Be sincere
• Be calm