Conflict management ppt

1. Conflict Management
A Training Session Presentation

2. Definition of conflict
• Negative ?
• Harmful ?

3. Session Coverage
• Understanding conflict
• Conflicting Situations
• Conflict Management: What? Why
and, How?
• Conclusion

5. Forethought
• A good manager does not want to
eliminate conflict. He tries to keep it
from wasting the energies of his
people. If you are the boss and your
people fight openly when they think
that you are wrong- that’s healthy.
- Robert Townsend

6. Picture Exercise
• What comes in your mind when you
think about conflict?
• Please express in the form of picture.
TIME: 5 Minutes

7. True or False
1. Conflict left alone will take care of
itself.
2. Confronting an issue or a person is
always unpleasant.
3. Conflict within an organization is a
sign of poor leadership.
4. It takes two people communicating
effectively to change the direction of
a conflict.
Contd…

8. True or False
5. Conflict can be constructive.
6. How we respond to others and
situations is based on the attitude
we take.
7. Anger is always negative and
destructive.
8. Communication is 50% verbal and
50% nonverbal.

9. True or False
9. Conflict is resolved once the goal
switches from solving concrete
problems to proving you are right
and another person is wrong.
10.Communication and emotion are
two key elements of any conflict.
11.Conflict is best dealt with in the
early stages when the fewest
number of people are involved.
12.In times of conflict it is important to
speak loudly and with authority in
order to make a point.

10. • It is estimated that 30% of a
manager’s time is spent dealing with
conflict
• Corporate executives are involved in
litigation related activity 20% of their
time.
• Conflicts contributes most adversely
to organizational productivity.
- HBR, September 1994
Data says…

11. Four Basic
Psychological Needs:
• To be valued and
treated as an
individual
• To be in control
• To have strong self-
esteem
• To be consistent

12. Views on Conflict
TRADITIONAL
seen as dysfunctional
outcome resulting from poor
communication, lack of openness &
trust between people, failure of
managers to be responsive to needs
& aspirations of employees.

13. Views on Conflict Contd….
HUMANISTIC
Seen as natural & inevitable
outcome in any group.

14. Views on Conflict Contd….
INTERACTIONISTIC
a positive force that is
necessary for a group effectiveness,
self critical & creative.

15. The Effect of Conflict on
Organization Performance

16. PROCESS
in which
Perception of one party being
negatively affected…
On an issue of importance to the
perceiver

17. CONFLICT PROCESS
FIVE STAGES
I. POTENTIAL OPPOSITION OR
INCOMPATIBILITY
II. COGNITION & PERSONALIZATION
III. INTENTION
IV. BEHAVIOR
V. OUTCOMES

18. STAGE I: POTENTIAL
OPPOSITION/INCOMPATIBILITY
Conditions
– Ambiguous Communication.
– Structure in terms of size, degree of
specialization, role clarity &
centralization of authority, degree of
dependence between groups.
– Personal variables.
{This stage indicates presence of
conditions that create opportunities for
conflict to arise.}

19. Stage II: PERCEPTION & AWARENESS
• PERCEIVED CONFLICT
awareness by one or more parties of the
existence of conditions that create
opportunities for conflict to arise. Not
personalized.
• FELT CONFLICT
getting emotionally involved in a conflict
creating anxiety, frustration or hostility.
{This is the stage where conflict issues get
defined & parties decide what the conflict is
all about. It also brings forth the emotional
linkages to the issue.}

20. Stage III: INTENTIONS
Conflict Handling Intentions
– COMPETING: Desire to satisfy one’s
interest regardless of impact of other
party to the conflict.
– COLLABORATING: Desire to satisfy fully
concerns of all parties.
– AVOIDING: Desire to withdraw or
suppress a conflict.
– ACCOMODATING: willingness to place
opponent’s interests above own.
– COMPROMISING: Willingness to give up
something.

21. Cooperativeness
Assertiveness
Accommodating
Avoiding
Competing Collaborating
Compromising

22. Thomas, K.W. & Kilman, R.H.
Thomas-Kilman Conflict Mode
Instrument

23. Stage IV: BEHAVIOUR
• Minor Disagreement or
misunderstanding
• Overt questioning or challenging of
others
• Assertive verbal attacks
• Threats & ultimatums
• Aggressive physical attacks
• Overt efforts to destroy the other
party

24. Stage V: OUTCOMES
• FUNCTIONAL OUTCOMES
IMPROVES QUALITY OF DECISIONS,
STIMULATES CREATIVITY & INNOVATION,
ENCOURAGES INTEREST & CURIOSITY, OPEN
COMMUNICATION, TRANSPARENCY, FOSTERS
ENVIRONMENT OF SELF EVALUATION &
CHANGE.

25. OUTCOMES Contd….
• DYSFUNCTIONAL OUTCOMES
DISSOLVE COMMON TIES, DISCONTENT ,
DESTRUCTION OF GROUP.

26. CONFLICT MANAGEMENT
USE OF RESOLUTION ,
PREVENTION AND
STIMULATION TECHNIQUES TO
ACHIEVE THE DESIRED LEVEL OF
CONFLICT

27. Why Conflict Management?
“An eye for
an eye
makes the
whole world
blind”
- Mahatma Gandhi

28. CONFLICT RESOLUTION TECHNIQUES
PROBLEM SOLVING
EXPANSION OF
RESOURCES
AVOIDANCE
SMOOTHING
COMPROMISE
AUTHORITATIVE
COMMAND
ALTERING THE HUMAN
VARIABLE
ALTERING THE
STRUCTURAL VARIABLES
Face to face open discussions
Create win-win situations
Withdraw or suppress
Playing down differences
Giving up something of value
Using formal authorit
Training for attitudinal change
Changing formal structure&
interaction patterns

29. WHEN TO USE DIFFERENT CONFLICT
RESOLUTION APPROACHES
APPROACH WHEN
DOMINATING IMPORTANT ISSUES, SURE OF BEING RIGHT.
ACCOMMODATING DISPUTES THAT ARE OF FAR GREATER
IMPORTANCE TO THE OTHER GROUP
THAN THEY ARE TO YOUR GROUP.
PROBLEM SOLVING WHEN BOTH GROUPS ARE WILLING TO INVEST
TIME & EFFORT TO REACH A RESOLUTION THAT
MAXIMIES OUTCOME
AVOIDING TEMPORARY EXPEDIENT TO BUY MORE TIME
COMPROMISING MIDDLE GROUND –BACK UP APPROACH WHEN
ALL APPROACHES FAIL TO RESOLVE ISSUE

30. Conflict Prevention Techniques
• Super ordinate goals
• Reducing interdependence
• Exchange of personnel
• Liaison group or integrators
• Appeal to higher authority.

31. CONFLICT STIMULATION TECHNIQUES
COMMUNICATION
BRINGING IN
OUTSIDERS
RESTRUCTURING
ORGANIZATION
APPOINTING DEVIL’S
ADVOCATE
Using ambiguous or
threatening messages
With values conflicting
with group
Realigning work groups,
altering rules ,
interdependence
Designating a critic to
argue against majority
positions

32. To sum up
• Conflict is inevitable phenomenon
• Human and non human factors are
responsible for conflict
• Functional conflict positively contribute
to performance
• Conflict handling intentions and conflict
resolution/stimulation techniques need
to be used appropriately