The document discusses conflict management and evaluation. It defines conflict as internal discord resulting from differences in ideas, values or feelings between two or more people. Sources of conflict include cultural differences, varying goals and scarce resources. The stages of conflict are latent conflict, perceived conflict, manifest behavior and resolution or suppression. Approaches to managing conflict include competing, collaborating, compromising, avoiding and accommodating. Evaluation is assessing the worth of a project by comparing actual performance to objectives. The process involves planning, development, implementation and feedback. Types of evaluation are process, impact, formative and summative. Methods include surveys, interviews, observations and records review.

1. Conflict Management
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2. Objective
At the end of this session you will be able to:
 Define conflict
 Identify sources of conflict
 Describe types of conflict
 Discuss stages of conflict
 Identify approaches to conflict resolution
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3. Definition:-
It is the internal discord that results from
difference in ideas, values, or feeling b/n two
or more people.
Conflict is also created
When there are difference in economic and
professional values
When there is competition among professionals.
Scares resources and poorly defined role
expectations
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4. Conflict theory
Conflict, which is closely related to power and
political issues.
Inevitable
can be constructive or destructive.
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5. Sources of conflict
Cultural difference
Different views of their own power and
authority
Varying goals and objectives
Different perception of events
Competition of scarce resources
Communication barrier impede understanding
Accumulation of unresolved conflict 5

6. Types of conflict
1. Structural based conflict
i. Vertical conflict:- difference b/n
manager and staff association are often
related to
Inadequate communication
Opposing interests
Lack of shared perception and
attitudes 6

7. ii. Horizontal conflict:- line staffing conflict
Is commonly struggle among domains related to
activities, expertise and authority and is often related
to interdepartmental trouble.
The need for consensus, the work sequence, and
common use of shared facilities or service are area of
interdependence aggravated by differing
departmental goals.
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8. 2. Role conflict
A. Intra-sender conflict
 Originate in the sender who gives
conflicting instruction or expects conflicting
or mutually exclusive behavioural
responses
Example:- the same supervisor may demand a
higher quality of nursing care, refuse to
allow the head nurse to fire incompetent
staff, and in an effort to cut costs, refuse to 8

9. B. Inter-sender conflict
Arises when an individual receives
conflicting messages from two or more
sources
C. Inter-role conflict
Can occur when an individual belongs to
more than one group.
Example:- A person may be expected to
attend two different committee meeting at
same time.
D. Person- role conflict
It is the result of disparity b/n internal and
external roles
An individual has perceived role and
expectation based on one's values and
perception of one self. 9

10. E. Inter-person conflict
It is common among people whose position
require interaction with other person/not
personal
F. Intra-group conflict
Occur when the group faces a new problem,
when new values are imposed on the group
from outside.
G. Intergroup conflict
It is common where two groups have different
goals and can achieve their goals only at the
other's expense.
The conflict may be b/n groups on the same
level or b/n groups on different levels within
an organization.
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11. H. Role ambiguity conflict
A condition in which individuals do not know
what is expected of them, frequently occur in
organization.
In adequate job description, incomplete
explanation of assigned tasks, rapid
technological changes
I. Role overload-
 Occur when the person simply unable to
accomplish so much with in a limited time
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12. Stages of conflict
Filly’s model of conflict resolution
This model provides a framework that helps
explain how and why conflict occurs and
ultimately, how one can minimize conflict or
resolve it with the least amount of negative
aftermath.
 Filley suggests that conflict and its resolution
develop according to a specific process
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13.  The conflict process are expressed in five
stage:
1st stage: - Latent conflict (antecedent
condition)
Latent conflict implies the existence of
antecedent conditions such as short
staffing, and rapid change.
In this stage conditions are set for conflict
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14. 2nd stage: - perceived and felt conflict
Perceived conflict: - is the realization that
conditions exist between groups or within self
that can cause conflict.
Felt conflict, the conflict brings out feelings
of threat, hostility, fear or mistrust between
groups
3rd Stage: - Manifest Behaviour
It is the outcome of conflict.
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15. 4th Stage: - conflict resolution and
suppression
Suppression occurs when one person or
group defeats the others.
Resolution occurs when mutually agreed
up on solution is arrived at and both parties
commit themselves to carry out the
agreement
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16. Conflict Management technique
 Thomas (1992) has described the following
five conflict handling modes in terms of two
underling dimensions:
Assertiveness (attempt to satisfy one’s own
concern)
Cooperativeness (attempt to satisfy other’s
concern)
These five modes are: -
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17. A. Competing
It is a power oriented mode that is assertive but
uncooperative.
This create a win lose situation.
Nevertheless, it is appropriate when
A quick or unpopular decision is needed,
The person is knowledgeable about a situation
Able to make a sound decision, or
One must protect oneself from other aggressive
people
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18. B. Collaborative
Is assertive and cooperative
It is win-win strategies
It contributes to effective problem solving
because both party try to find mutually
satisfying solution
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19. C. Compromise
Moderate both assertive and cooperation.
It addresses a problem more effectively than
avoidance but less than collaboration.
lose-lose atmosphere results.
It is useful when the goals are only
moderately important and the parties have
equivalent power.
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20. D. Avoiding
Create a lose-lose situations through
unassertive and uncooperative means.
The conflict is simply not addressed.
This approach is may be appropriate when:
The other party is more powerful,
The issue is unimportant
One has no chance of meeting the goals
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21. E. Accommodating
Is cooperative but unassertive.
It is self sacrificing- the opposite of competing
One neglect one’s own need to meet the goals of
the other party
It is appropriate when
 The opponent is right
 The opponent is more powerful, or
 The issue is more important to someone else
 When preserving harmony is important or
 When collecting social credit is necessary for
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22. Strategies for management of conflict
 Filley (1975) identified three basic strategies for
dealing with conflict according to the out come: -
Win-lose, Lose – lose, and Win-win.
A. Win-lose strategy
One party exerts dominancy, usually by power,
authority, and the other party submits and loses.
Forcing, competing, and negotiation are techniques
likely to lead to win-lose completion.
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23.  Methods include:
The use of position power,
Mental or physical power,
Failure to respond, majority rule, and
railroading a minority position over the
majority.
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24. B. Lose – lose strategy
Neither side win- both parties try to win over the other
but both ends up losing to each other.
Avoiding, withdrawing, smoothing, and compromising
may lead to lose-lose outcome.
Method includes:
 Compromise,
 Bribes for accomplishing disagreeable tasks,
 Arbitration by a neutral third party, and
 Resorting to use of general rules instead of
Considering the merits of individual cases. 24

25. C. Win –Win Strategy
Focus on goals and attempt to meet the needs of
both parties.
Allow both individual (parties) to feel they have
accomplished all or parts of their goals.
In this approach, there is no attempt by one party to
win over or control another party.
They emphasize consensus and integrative
approaches to decision making.
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26. Problem solving strategies include:
 Identifying both the problem and each
party’s needs,
 Exploring alternatives,
 Choosing the most acceptable
alternative,
 Planning, defined roles, implementing,
and evaluating the decision.
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27. 1/27/2023 27

28. Objectives
At the end of this session you are excepted
to
◦ Define monitoring and evaluation
◦ List the purpose of monitoring and evaluation
◦ Describe the process of monitoring and
evaluation
◦ Differentiate the types of evaluation
◦ Describe methods of monitoring and evaluation
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29. Evaluation
 It is the methodical process of determining the
worth of a system, project, campaign, etc.
 Assessing, systematically and objectively a
completed project or program
 It involves the comparison of the actual
performance of the system.
1/27/2023
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30. Evaluation
 Promote better planning by
◦ careful selection of alternatives for future
action or
◦ asks, “Did we achieve what we set out to do?”
◦ Comparing the present situation with the past
in order to find out to what extent organizing
purposes have been achieved.
1/27/2023
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31. Importance of Evaluation
 To show the main achievements/findings;
 To show where and how changes can be made;
 To Identify program strengths
 To show how strengths can be built upon
 To provide information;
 To increase skills for planning and decision-
making.
 To Identify and improve weaknesses
 To Justify use of resources 31 1/27/2023

32. The Process of Evaluation
It is spiral and the steps have to be
followed properly.
1. Planning
2. Development
3. Implementation
4. Feedback
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33. con...
1. Planning:
 Deciding when and how to evaluate
 Selecting objectives and methods to be
used
• Why are you doing the evaluation?
 Set priorities
 Specify evaluation question?
33 1/27/2023

34. Con…
 Source of evaluation question
• Strategic plans
• Mission statements
• Policies
• Need assessments
• Goals and objectives
• National standards and guidelines
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35. 2. Development
◦ Data collection
• What Will be Collected?
based on evidence required
How Collected?
 surveys? published instrument? focus
group? observations?
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con...

36. From Whom Collected?
 who or what provides evidence
When Collected and by Whom?
 specific dates, times, persons
 How Data are to be Analyzed?
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Development…

37. 3.Implementation
◦ Data collection
◦ Data analysis
 Looking at the results and draw inferences to why
some results occurred and others did not
◦ Documentation
◦ Positive outcomes
◦ Shortfalls
 Provides opportunities to
 improve program
 make recommendations to benefit the program
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38. 4. Feedback
 Report: disseminate the findings
 Inform all your relevant stakeholders & target
audience;
 Program staff
 Media
 Researchers
 Concerned body, etc
 Application: using the results for improvement
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39. Types of Evaluation
1. Process/implementation evaluation
2. Impact /outcome evaluation
3. Formative evaluation/ Diagnostic
Evaluation
4. Summative evaluation
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40. Types . . .
1.Process/implementation evaluation
◦ Measurements obtained during the
implementation of program activities to
control / assure / improve the quality of
performance or delivery.
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41. Types. . . .
2. Impact /outcome evaluation
◦ Focuses on the immediate observable effects
of a program leading to the intended outcomes
of a program
◦ Document and explain cause and effect
 Identifies the results or effects of a program.
oEx If You want to measure clients’
knowledge, attitudes, and behaviors as a
result of a program.
oDid program increase….?41 1/27/2023

42. Types. . . .
3.Formative evaluation/ Diagnostic
Evaluation
◦ Measurements and judgments made on
the process of the program.
◦ As the program is happening to make
changes as program is being
implemented
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43. Types. . . .
4.Summative evaluation
 Any combination of measurements and
judgments that permit conclusions to be
drawn about impact outcome or benefits of
the program or method.
 At the end of a program to document results
43 1/27/2023

44. Evaluation Methods
1. People
 Physical measurements: like height, weight,
medical tests
 Verbal questions: such as those asked in
questionnaires, interviews, etc
 Written questions: such as those asked in
questionnaires, tests of knowledge and skills,
attitudes.
44 1/27/2023

45. Methods. . . .
2.Program structure and organization
 Written information: such as records, reports, budgets,
plans, past evaluations, minutes of meeting, etc
3.Program activities
 Measurement of various kinds, such as areas
covered, # of people or houses, etc
 Meetings, tape recordings
 Observations and pictures, photographs
 Written information, such as reports and
records 45 1/27/2023

46. Who will conduct the evaluation?
 Internal Evaluation
◦ someone trained in evaluation, who is personally
involved with the program conducts
Advantages:
 Making it easier to collect the relevant
information,
 Less expensive.
Major Drawbacks:
 Evaluator bias or conflict of interest
46 1/27/2023

47. Who will Conduct. . .
External Evaluation
 Conducted by someone who is not conducted
with the program.
Advantage:
 provide a more objective outlook
 a fresh perspective, and
 it helps to ensure unbiased outcome of
evaluation.
Disadvantage:
 More expensive. 47 1/27/2023

48. Practical problems in evaluation
 Planner failed to build evaluation into
program planning
 Procedures cost time and resources
 Some changes do not last.
 It is often difficult to distinguish between
cause and effect.
 Conflict can arise between professional
standards
48 1/27/2023

49. Monitoring
 A systematic and routine collection of
information from projects and programs
 The day-to-day watch on, or continuous follow-
up of, the on going activities.
 It is regularly checking to see that program
activities are being done as planned.
49 1/27/2023

50. Monitoring…
 It is carried out through
 observation
 Discussion with workers, supervisors and
beneficiaries, and
 Review of reports, diaries and statistical data.
 Monitoring is one of the tools for evaluation
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51. Purposes of monitoring
 To learn from experiences to improve
practices
 To have internal and external accountability
of the resources used and the results
obtained
 To take informed decisions on the future
 To promote empowerment of beneficiaries
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52. Key areas of monitoring
1. Adequacy of supply, materials and
budget.
2. Training type, relevance and quality.
3. Quantity and quality of work done.
4. Communication.
5. Supervisory activities.
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Monitoring . . .

53. Steps in Monitoring
1. Collect data to monitor
2. Summarize the data
3. Analyze
4. Action
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Monitoring . . .