This document discusses conflict resolution. It defines conflict as a situation where one party feels negatively affected by another. The main causes of conflicts are poor communication, personal biases, differing priorities and resource scarcity. There are four types of conflicts: intrapersonal, interpersonal, intragroup, and intergroup. While escalated conflicts damage relationships, resolved conflicts can benefit managers through trust and growth, and organizations through productivity. Five styles of resolving conflicts are outlined: competing, collaborating, compromising, avoiding, and accommodating.
Thoroughly described the conflict management for different stakeholders involved in projects and also Reasons for conflict has been described. Most commonly circumstances of conflict
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.
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! :)
Thoroughly described the conflict management for different stakeholders involved in projects and also Reasons for conflict has been described. Most commonly circumstances of conflict
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.
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! :)
….peace is not the absence of conflict but the presence of creative alternative for responding to conflict-alternatives to passive or aggressive responses, alternatives to violence.
Conflict is a struggle or challenge between people with opposing needs, ideas, beliefs, values or goals.
Because managers have variety of interpersonal relationships wit people with different values, beliefs, backgrounds, and goals, conflict is an expected outcome
Conflict theory has changed dramatically during the last 100years. Currently conflict is viewed as neither good nor bad because it can produce growth or be destructive depending on how to manage it
Three categories of conflict intrapersonal, interpersonal, intergroup
The 1st stage of conflict process called latent conflict and end with conflict aftermath
The optimal goal in conflict resolution strategies is creating win-win solution for ever one involve
Common conflict resolution strategies include compromise, competing, accommodation, smoothing, avoiding and collaboration
RTMNU 4th sem MBA
Subject - TEAM DYNAMICS [ HR ]
Module 4
CONFLICT MANAGEMENT
BY Jayanti Pande
#JayantiPande_slideshare
#TeamDynamicsMod4
MBA pdf notes rtmnu free
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
Managing team and organizational conflictMasum Hussain
In our culture, we reflexively tend to think of the term “conflict” in the negative. When we discuss conflict in the business world, we speak of it (often unwittingly) as a diminishing force on productivity, an ill that only compounds the difficulties of a job, and an element that needs expunging if companies are to achieve their goals. Normally seen as the byproduct of a “squeaky wheel” rather than a natural derivative of business itself, conflict is a force that causes short-term anxieties, and many view “fixing” ongoing conflict as synonymous with “eliminating” it.It is commonplace for organizations today to work in teams. Whether they be leader-driven teams or self-directed teams; the hope is that productivity, creativity, and results will be greater in a team environment. While this is a proven approach, any time you bring together people from differing backgrounds and experiences, it is inevitable that conflict will occur.
Every organization encounters conflicts on a daily basis. The conflicts cannot be avoided, but it is possible to manage them in a way that we recognize them on time. It is necessary to continuously track the organizational signals which point to their existence. If we do not react duly, this can lead to the situation that the conflict itself manages the organization. One of the more important determinants of productivity, efficiency and performance, and finally job contentment is also the conflict as an independent variable of organizational behavior. By systematic research of organizational behavior we want to make a positive influence on dependent variables, but first we have to understand and get a good insight into individual elements of organizational behavior. By this paper we want to brighten the meaning of conflict on the organization, the conflict process and possible conflict management styles. We will show the relationship between the level of conflict and the impact on the organizational performance.
For presentation design on powerpoint kindly visit links below and message for more details:
http://pph.me/masroorkhan
https://www.fiverr.com/masroorahmedkha
https://www.guru.com/freelancers/masroor-ahmed-khan
1) Meaning of Conflict
2) Nature of Conflict
3) Sources of Conflict
4) Classification of Conflict
5) Types of Conflict
6) Effects of Conflict
7) Approaches for Resolution of Conflict
Workplace Conflict & Strategies for ManagementJharna Jagtiani
Conflict is a normal and natural part of any workplace. When it occurs, there is a tendency for morale to be lowered, an increase in absenteeism and decreased productivity. It has been estimated that managers spend at least 25 percent of their time resolving workplace conflicts – causing lowered office performance.
….peace is not the absence of conflict but the presence of creative alternative for responding to conflict-alternatives to passive or aggressive responses, alternatives to violence.
Conflict is a struggle or challenge between people with opposing needs, ideas, beliefs, values or goals.
Because managers have variety of interpersonal relationships wit people with different values, beliefs, backgrounds, and goals, conflict is an expected outcome
Conflict theory has changed dramatically during the last 100years. Currently conflict is viewed as neither good nor bad because it can produce growth or be destructive depending on how to manage it
Three categories of conflict intrapersonal, interpersonal, intergroup
The 1st stage of conflict process called latent conflict and end with conflict aftermath
The optimal goal in conflict resolution strategies is creating win-win solution for ever one involve
Common conflict resolution strategies include compromise, competing, accommodation, smoothing, avoiding and collaboration
RTMNU 4th sem MBA
Subject - TEAM DYNAMICS [ HR ]
Module 4
CONFLICT MANAGEMENT
BY Jayanti Pande
#JayantiPande_slideshare
#TeamDynamicsMod4
MBA pdf notes rtmnu free
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
Managing team and organizational conflictMasum Hussain
In our culture, we reflexively tend to think of the term “conflict” in the negative. When we discuss conflict in the business world, we speak of it (often unwittingly) as a diminishing force on productivity, an ill that only compounds the difficulties of a job, and an element that needs expunging if companies are to achieve their goals. Normally seen as the byproduct of a “squeaky wheel” rather than a natural derivative of business itself, conflict is a force that causes short-term anxieties, and many view “fixing” ongoing conflict as synonymous with “eliminating” it.It is commonplace for organizations today to work in teams. Whether they be leader-driven teams or self-directed teams; the hope is that productivity, creativity, and results will be greater in a team environment. While this is a proven approach, any time you bring together people from differing backgrounds and experiences, it is inevitable that conflict will occur.
Every organization encounters conflicts on a daily basis. The conflicts cannot be avoided, but it is possible to manage them in a way that we recognize them on time. It is necessary to continuously track the organizational signals which point to their existence. If we do not react duly, this can lead to the situation that the conflict itself manages the organization. One of the more important determinants of productivity, efficiency and performance, and finally job contentment is also the conflict as an independent variable of organizational behavior. By systematic research of organizational behavior we want to make a positive influence on dependent variables, but first we have to understand and get a good insight into individual elements of organizational behavior. By this paper we want to brighten the meaning of conflict on the organization, the conflict process and possible conflict management styles. We will show the relationship between the level of conflict and the impact on the organizational performance.
For presentation design on powerpoint kindly visit links below and message for more details:
http://pph.me/masroorkhan
https://www.fiverr.com/masroorahmedkha
https://www.guru.com/freelancers/masroor-ahmed-khan
1) Meaning of Conflict
2) Nature of Conflict
3) Sources of Conflict
4) Classification of Conflict
5) Types of Conflict
6) Effects of Conflict
7) Approaches for Resolution of Conflict
Workplace Conflict & Strategies for ManagementJharna Jagtiani
Conflict is a normal and natural part of any workplace. When it occurs, there is a tendency for morale to be lowered, an increase in absenteeism and decreased productivity. It has been estimated that managers spend at least 25 percent of their time resolving workplace conflicts – causing lowered office performance.
Couples presenting to the infertility clinic- Do they really have infertility...Sujoy Dasgupta
Dr Sujoy Dasgupta presented the study on "Couples presenting to the infertility clinic- Do they really have infertility? – The unexplored stories of non-consummation" in the 13th Congress of the Asia Pacific Initiative on Reproduction (ASPIRE 2024) at Manila on 24 May, 2024.
New Directions in Targeted Therapeutic Approaches for Older Adults With Mantl...i3 Health
i3 Health is pleased to make the speaker slides from this activity available for use as a non-accredited self-study or teaching resource.
This slide deck presented by Dr. Kami Maddocks, Professor-Clinical in the Division of Hematology and
Associate Division Director for Ambulatory Operations
The Ohio State University Comprehensive Cancer Center, will provide insight into new directions in targeted therapeutic approaches for older adults with mantle cell lymphoma.
STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
Anti ulcer drugs and their Advance pharmacology ||
Anti-ulcer drugs are medications used to prevent and treat ulcers in the stomach and upper part of the small intestine (duodenal ulcers). These ulcers are often caused by an imbalance between stomach acid and the mucosal lining, which protects the stomach lining.
||Scope: Overview of various classes of anti-ulcer drugs, their mechanisms of action, indications, side effects, and clinical considerations.
Prix Galien International 2024 Forum ProgramLevi Shapiro
June 20, 2024, Prix Galien International and Jerusalem Ethics Forum in ROME. Detailed agenda including panels:
- ADVANCES IN CARDIOLOGY: A NEW PARADIGM IS COMING
- WOMEN’S HEALTH: FERTILITY PRESERVATION
- WHAT’S NEW IN THE TREATMENT OF INFECTIOUS,
ONCOLOGICAL AND INFLAMMATORY SKIN DISEASES?
- ARTIFICIAL INTELLIGENCE AND ETHICS
- GENE THERAPY
- BEYOND BORDERS: GLOBAL INITIATIVES FOR DEMOCRATIZING LIFE SCIENCE TECHNOLOGIES AND PROMOTING ACCESS TO HEALTHCARE
- ETHICAL CHALLENGES IN LIFE SCIENCES
- Prix Galien International Awards Ceremony
Flu Vaccine Alert in Bangalore Karnatakaaddon Scans
As flu season approaches, health officials in Bangalore, Karnataka, are urging residents to get their flu vaccinations. The seasonal flu, while common, can lead to severe health complications, particularly for vulnerable populations such as young children, the elderly, and those with underlying health conditions.
Dr. Vidisha Kumari, a leading epidemiologist in Bangalore, emphasizes the importance of getting vaccinated. "The flu vaccine is our best defense against the influenza virus. It not only protects individuals but also helps prevent the spread of the virus in our communities," he says.
This year, the flu season is expected to coincide with a potential increase in other respiratory illnesses. The Karnataka Health Department has launched an awareness campaign highlighting the significance of flu vaccinations. They have set up multiple vaccination centers across Bangalore, making it convenient for residents to receive their shots.
To encourage widespread vaccination, the government is also collaborating with local schools, workplaces, and community centers to facilitate vaccination drives. Special attention is being given to ensuring that the vaccine is accessible to all, including marginalized communities who may have limited access to healthcare.
Residents are reminded that the flu vaccine is safe and effective. Common side effects are mild and may include soreness at the injection site, mild fever, or muscle aches. These side effects are generally short-lived and far less severe than the flu itself.
Healthcare providers are also stressing the importance of continuing COVID-19 precautions. Wearing masks, practicing good hand hygiene, and maintaining social distancing are still crucial, especially in crowded places.
Protect yourself and your loved ones by getting vaccinated. Together, we can help keep Bangalore healthy and safe this flu season. For more information on vaccination centers and schedules, residents can visit the Karnataka Health Department’s official website or follow their social media pages.
Stay informed, stay safe, and get your flu shot today!
Pulmonary Thromboembolism - etilogy, types, medical- Surgical and nursing man...VarunMahajani
Disruption of blood supply to lung alveoli due to blockage of one or more pulmonary blood vessels is called as Pulmonary thromboembolism. In this presentation we will discuss its causes, types and its management in depth.
micro teaching on communication m.sc nursing.pdfAnurag Sharma
Microteaching is a unique model of practice teaching. It is a viable instrument for the. desired change in the teaching behavior or the behavior potential which, in specified types of real. classroom situations, tends to facilitate the achievement of specified types of objectives.
Title: Sense of Smell
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the primary categories of smells and the concept of odor blindness.
Explain the structure and location of the olfactory membrane and mucosa, including the types and roles of cells involved in olfaction.
Describe the pathway and mechanisms of olfactory signal transmission from the olfactory receptors to the brain.
Illustrate the biochemical cascade triggered by odorant binding to olfactory receptors, including the role of G-proteins and second messengers in generating an action potential.
Identify different types of olfactory disorders such as anosmia, hyposmia, hyperosmia, and dysosmia, including their potential causes.
Key Topics:
Olfactory Genes:
3% of the human genome accounts for olfactory genes.
400 genes for odorant receptors.
Olfactory Membrane:
Located in the superior part of the nasal cavity.
Medially: Folds downward along the superior septum.
Laterally: Folds over the superior turbinate and upper surface of the middle turbinate.
Total surface area: 5-10 square centimeters.
Olfactory Mucosa:
Olfactory Cells: Bipolar nerve cells derived from the CNS (100 million), with 4-25 olfactory cilia per cell.
Sustentacular Cells: Produce mucus and maintain ionic and molecular environment.
Basal Cells: Replace worn-out olfactory cells with an average lifespan of 1-2 months.
Bowman’s Gland: Secretes mucus.
Stimulation of Olfactory Cells:
Odorant dissolves in mucus and attaches to receptors on olfactory cilia.
Involves a cascade effect through G-proteins and second messengers, leading to depolarization and action potential generation in the olfactory nerve.
Quality of a Good Odorant:
Small (3-20 Carbon atoms), volatile, water-soluble, and lipid-soluble.
Facilitated by odorant-binding proteins in mucus.
Membrane Potential and Action Potential:
Resting membrane potential: -55mV.
Action potential frequency in the olfactory nerve increases with odorant strength.
Adaptation Towards the Sense of Smell:
Rapid adaptation within the first second, with further slow adaptation.
Psychological adaptation greater than receptor adaptation, involving feedback inhibition from the central nervous system.
Primary Sensations of Smell:
Camphoraceous, Musky, Floral, Pepperminty, Ethereal, Pungent, Putrid.
Odor Detection Threshold:
Examples: Hydrogen sulfide (0.0005 ppm), Methyl-mercaptan (0.002 ppm).
Some toxic substances are odorless at lethal concentrations.
Characteristics of Smell:
Odor blindness for single substances due to lack of appropriate receptor protein.
Behavioral and emotional influences of smell.
Transmission of Olfactory Signals:
From olfactory cells to glomeruli in the olfactory bulb, involving lateral inhibition.
Primitive, less old, and new olfactory systems with different path
These lecture slides, by Dr Sidra Arshad, offer a quick overview of physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar leads (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
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2. Learning Objectives
At the end of this session, participants
should be able to:
• Define Conflicts
• Outline the causes of conflicts
• Describe the types of conflicts
• List the indications for conflicts
3. Cont
• Outline the advantages and disadvantages
of conflicts
• Outline the benefits of resolving conflicts
• Outline styles of resolving conflicts
• Resolve conflicts in their work stations.
4. Introduction:
• Conflicts at work places are inevitable
because individuals from different
backgrounds work together to accomplish
one complex task.
• It is important for managers at all levels to
poses a diverse set of skills including
conflict resolutions because:
5. Cont.
• Managers handle conflicts at their places
of work and they spend about 42% of their
time in reaching agreement with others
when conflicts occur.
• They are responsible for creating a
conducive working environment and
keeping healthy working environment.
6. Cont.
• Conflicts are natural parts of any team or
relationship.
• Depending on how they are resolved,
conflicts can lead to a healthy or unhealthy
relationship.
7. What is a conflict?
• Is a situation in which one party perceives
that its interests have been oppressed,
opposed or negatively affected by another
party.
• Conflicts occur between parties whose
tasks are interdependent, who are angry
with one another, perceive the other party
being faulty and whose actions cause
business problems.
8. What are the Causes of
Conflicts?
• Poor communication
• Personal biases
• Preferred methods of doing things
• Sharing or scarcity of resources
• Individual priorities
• Personality style differences
• Power struggle
9. Cont.
• Individual values
• Lack of clear jurisdiction
• Unclear tasks / assignments / job
description
• Operational or staff changes.
• Incompatibilities or disagreement based
on differences of temperaments or
attitudes.
10. Poor communication.
• Infrequent or inefficient communication
such as lack of feedback, Lack of
meetings, rumours, faulty perceptions or
assumptions leading to misunderstanding,
lying, criticism, etc leads to conflicts.
11. Causes of conflicts Cont.
Personal Cause: Conflict can arise from
personal ego, biases, lack of empathy,
perceived disrespect, past friction, differing
backgrounds, etc.
Personality style differences: People have
different personalities, values, attitudes,
needs, expectation and social styles.
Conflicts are common in people who think
and communicate differently.
12. Cont
• Priorities / preferred methods: some
people often think that their way of dong
things or priorities are the only right ways
/priorities and should therefore be followed
by all people in the organization. This
faulty perception or assumptions causes
misunderstanding and brakes relationship.
13. Cont.
Sharing or scarcity of resources: with
limited resources, most organization share
resources thus resulting into conflicts over
personnel, budgets, equipment, cars, etc.
where resources are limited, conflicts are
unavoidable.
14. Cont.
Operational or Staff Changes:
• Whenever there are staff or functional
changes, conflicts are bound to occur due
to differing views on what should be done,
and how it should be done, differing
approaches to the problem, goals,
perspectives and sources of information.
15. Cont.
Lack of Jurisdiction: when limits of power
are not well spelt out, disputes erupt.
Conflicts may arise over funds, space,
time, personnel and equipment.
Values: people in the work place judge their
own behaviour as well as those of others
by what they believe should be done as
per the values the hold.
16. Cont.
Incompatibility or disagreement based on
differences of temperaments or
attitudes:
• These are often complex with overlays of
race, religion, nationality, age, policies,
ethics and values. For example: a nurse
and a doctor may disagree on how a dying
patient should be dealt with.
18. Cont.
• Intrapersonal conflicts occur within us
especially when we are not happy with
ourselves for example: when we are torn
apart in making decisions or when we are
frustrated due to failure in achieving our
objectives.
• Intrapersonal conflicts often leads to
interpersonal conflicts.
19. cont
• Interpersonal conflicts occur between
two or more individuals e.g. disagreement
with the colleague.
• Intergroup conflicts occur between
different groups at work places or
departments.
• Intragroup conflicts occur within the
group.
20. What are Dangers of Escalating or
Suppressed Conflicts?
• When conflicts are allowed to escalate, the
parties involved become impatient, angry
or frustrated. They turn away their
attention from problem solving to attacking
the opponent with different views.
• Blame and threat become common and
issues proliferate from one person to
many.
21. Cont.
• Old grievances emerge to compound /
worsen the situation.
• Relationships are damaged.
• Bitterness leading to thoughts on how to
get rid of the opponents rather than how to
solve the problem.
• Eventually, parties may enlist support from
bystanders leading to formation of
opposing cliques in the organisation.
22. Consequences of suppressed
conflicts are:
• Chronic complaints
• Decline in productivity, attendance and
morale
• Increased stress and possible sabotage or
violence
• Unresolved conflicts can be detrimental to
the organisation because it leads to
disunity.
23. Advantages of Conflicts.
• Conflicts can be constructive depending
on how it has been resolved.
• Conflicts help to bring to light underlying
issues.
• They can force people to confront possible
short comings and choose a better
solution to the problem
24. Cont.
• They lead to better understanding of each
individuals real interests, goals and needs.
• Communication around conflicting issues
is induced and involvement of parties
affected in resolving the conflicts promotes
cohesiveness among the team members.
• When conflicts are resolved, people
change and grow positively towards
achieving organizational goals.
25. Benefits of Resolving Conflicts to:
the manager:
• Increased self respect
• Stronger relationship
• Gains trust from others
• Promotes personal development and
growth of a manager (Experience)
26. Benefits of Resolving Conflicts to:
the organisation:
• Creates a conducive working environment
thus promoting productivity.
• Employee become more focused and
concentrate in their tasks, leading to
improved efficiency.
• promotes creative thinking.
• Leads to low absenteeism and turnover.
27. Five Styles of resolving Conflicts.
• Competing (forcing) style
• Collaborating / confronting style
• Compromising / give and take style
• Avoiding / withdrawal style
• Accommodating / Smoothening style
28. Forcing / competing / controlling/
dominating style.
• Forcing occurs when one party goes all
out to win its position while ignoring the
needs of the other party.
• It results in a win- lose situation (one party
wins at the expense of the other)
29. Cont
Forcing should only be used when:
• A “do or die” situation is present.
• When a quick action is necessary to save
the situation e.g. when someone is
violating an important safety regulation or
when you have observed severe ethical or
legal violation.
30. Cont.
• Relationship among parties is not
important
• Remember: even if you win, your
opponents may regroup and return to
the fray or wait for another opportunity
to retaliate or become saboteurs.