Conflict management fmic

Conflict Management
Najibullah Safi, MD, MSc. HPM
Program Manager, HDS, WHO – AFG
Tuesday, Sep 28, 2021 Conflict Managment FMIC

Learning objectives
• By the end of the section learners will be able to:
– 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

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
• Conflict management and resolution is a
challenge that managers face in the corporate
world

Introduction cont.
• Conflict may be defined as friction between
individuals due to differences of opinions, ideas,
beliefs, values, needs or objectives
• 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

Introduction cont.
• Organizational conflict
– The disagreement that arises when goals, interests or
values of different individuals or groups are
incompatible, and those people block or spoil each
other’s efforts to achieve their objectives
• Conflict is inevitable given the wide range of goals
for the different stakeholders in the organization
• Conflict can also exist between departments and
divisions that compete for resources

How the view explains our differences

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

Explore different perspectives for
richer solution
Expand your view to grow in
wisdom

Differences in personality types
• Go getter
– Straight forward
– Result focused
– Meet the deadlines
– Talk to the points
– Do not listen to people problems

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

• Analytical
– Perfectionist
– Paying attention to details
– Fair, principled
– Does not take risk
– Reluctant to delegate

• Socializer
– Relaxed, easy going
– Accept delays
– Changes to schedule
– Often ignore protocols
– Likes variety and wants things to be different
– Open minded

• 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

Is conflict inevitable?
• Conflict is not inevitable simply because we are
different

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 …

Circumstances can escalate conflict
• Tiredness
• Stress
• Insecurity
• Illness
• Mood
• Alcohol

Road to breakdown
• Discussion
– Respect for each other’s viewpoint
– Acceptance of the other’s values
– Broadening of perspectives
• Debate
– Openness to your ideas
– Respect for your viewpoint

Road to breakdown cont.
• Argument
– Disregards for other’s viewpoint
– Arguing from own perspective only
– Polarization
• Conflict
– Demand that you behave, as I want
– Highly personalized argument
– Lots of should
– Blame, accusation, put-downs

Road to breakdown cont.
• Breakdown
– Silence
– Cold war
– Separate lives

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

Are you building a bridge or a barrier?
• Bridge mind set:
– 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

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 …

• Barrier mind set:
– 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

• 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 nonnegotiable …

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 …

Understand and mange your feelings cont.
• 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

Conflict management is the practice of identifying and
handling conflict in a sensible, fair and efficient
manner
What is conflict management?
28

Antecedent conditions
• Scarce resources
• Conflicting attitude
• Ambiguous jurisdiction
• Communication barriers
• Need for consensus
• Unresolved prior conflicts
Tuesday, Sep 28, 2021 Conflict Managment FMIC 29

Tuesday, Sep 28, 2021
Types of conflict
• Personal
• Inter-group and intra-group
• Competitive and disruptive
Conflict Managment FMIC 30

Conflict process
Antecedent conditions
Perceived conflict Felt conflict
Manifest behavior
Conflict resolution
or suppression
Aftermath
Conflict Managment FMIC 31

How to create conflict?
• 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

General causes of conflicts
• Poorly defined goals
• Divergent personal values
• Lack of cooperation/trust
• Competition for scarce resources
• Unclear roles/lack of job description

Effects of conflict in organizations
• Stress
• Absenteeism
• Staff turnover
• De-motivation
• Non-productivity

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)

Results of conflict
Win-Win Lose-Win
Win-Lose Lose-Lose
I win I lose
You win
You lose
Conflict Managment FMIC

Effects of conflict on organizational
performance

Steps to resolve conflicts
• 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

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

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

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

Conclusion
Conflict is unavoidable
• Complexity of organizational relationship
• Interaction among workers
• Dependence of workers on one another

Conclusion cont.
• Conflict is a healthy sign not a negative process
• It reflects dynamics

Conclusion cont.
• Poorly managed conflicts
• Unfavorable with counter productive results
• Problems and negative attitude
• Well managed conflicts
• Stimulate competition
• Identify legitimate differences
• Powerful source of motivation

Conflict management fmic

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