Consequences of Conflict-TRAINING
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Conflict can have both positive and negative consequences. Positively, conflict can increase creativity, force people to clarify their views, and produce constructive social change. However, conflict can also lead to violence, breakdown of relationships, polarization of views, a breakdown of collaboration, and destruction of communication. Prolonged conflict can result in "groupthink" where groups conform to questionable decisions without critical thinking.
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The document discusses organizational conflict, including its definition, sources, types and effects. It describes several types of conflict such as intra-personal, inter-personal, inter-group and intra-group. Conflict can be functional and help groups achieve goals, or dysfunctional and hinder group performance. While conflict can increase creativity and understanding, it can also lower productivity and damage relationships if not resolved. The document outlines strategies for managing conflict, including stimulation, prevention and resolution techniques like problem-solving, smoothing, and compromise to achieve a win-win outcome.
conflict and types of conflict
This document discusses organizational conflict and types of conflict. It defines conflict and describes its sources and different levels within organizations. The document outlines functional and dysfunctional conflict, explaining how functional conflict can benefit an organization through increased creativity and information sharing, while dysfunctional conflict hinders productivity and job satisfaction. Both the positive and negative effects of conflict are provided. The document concludes by describing procedures for resolving conflict, such as diagnosing the issue, using conflict handling modes like mediation, and mutual problem solving.
week 4-5.pptx
The document discusses the concepts of organizational conflict, including the different types of conflict that can occur at the individual, group, and organizational levels. It describes the sources and effects of conflict, as well as whether conflict can be functional or dysfunctional. The document also outlines various strategies for managing conflict, including stimulation, prevention, and resolution techniques.
Conflict and conflict management
Conflict can occur when the interests and objectives of individuals or groups confront, block, or disable one another. Organizational conflict arises when employees engage in incompatible activities or when organizations compete over limited resources. Conflicts can be caused by personal characteristics, organizational design flaws, or differing departmental goals. While conflict may initiate positive changes, it can also reduce productivity and increase absenteeism if not managed properly. Effective conflict management involves diagnosing the root causes, implementing interventions, and using strategies like negotiation, mediation, or prioritizing shared goals.
conflictntypesupy-140924122721-phpapp02.pdf
This document discusses organizational conflict and types of conflict. It defines conflict and outlines sources and types of conflict including individual, group, organizational, intra-individual, and inter-individual conflict. The document also discusses functional and dysfunctional conflict, explaining how functional conflict can benefit an organization while dysfunctional conflict is disadvantageous. Finally, the effects of conflict, both positive and negative, are described along with procedures for resolving conflict such as diagnosis, conflict handling modes, and mutual problem solving.
conflictntypesupy-140924122721-phpapp02 (1).pptx
Parties to a conflict often claim to have issues with the behavior of co-workers or the outcome of company policies and work procedures,
Definition Of Conflict
The document defines conflict as a process where one party perceives that their interests are being opposed or negatively affected by another party. It notes that conflict stems from perceived threats to personal or collective goals, which are usually related to interpersonal wants. The document also discusses the iceberg model of conflict, where most of the conflict is hidden beneath the surface. It provides three definitions of conflict and lists the components of conflict as including values, interests, and emotions. The document outlines the conflict process and sources of conflict within organizations, and notes that conflict can have both positive and negative outcomes.
Industrial conflict
This document discusses conflict and its types and sources. It defines conflict as any incompatible goals, attitudes, or behaviors between two or more parties. Functional conflict is constructive disagreement, while dysfunctional conflict is destructive. Conflict can have positive consequences like new ideas or negative consequences like wasted resources. Sources of conflict include personal factors like personalities and structural factors like goal differences. The document also discusses different types of conflict like interpersonal, intrapersonal, and interrole conflict. Various conflict management strategies are presented like avoiding, accommodating, competing, compromising, and collaborating.
Roll no 17,13,28,10,14
This document summarizes interpersonal conflict and negotiation skills. It discusses various types of conflict including interpersonal, intergroup, and organizational conflict. It describes sources of interpersonal conflict such as personal differences and role incompatibility. Strategies for resolving interpersonal conflict include collaborating, compromising, accommodating, avoiding, and forcing. Effective negotiation involves both distributive and integrative approaches and developing strong negotiation skills. The document provides an overview of concepts relating to conflict management and resolution.
Conflict mamagement...piyush sharma DAIMSR nagpur
its my seminar presentation on conflict management.i am piyush sharma,student of one of the best institute of vidarbha DAIMSR nagpur..
Conflict Management
This document discusses organizational conflict and types of conflict. It defines conflict as opposition or disputes between individuals, groups, or ideas. Conflicts can emerge within or between organizations. The document outlines various sources of conflict including organizational change, personality clashes, and differing values. It categorizes conflicts as individual, group, or organizational level and describes interpersonal and intrapersonal conflict in more detail. Both positive and negative effects of conflict are presented. The document concludes with discussing procedures for resolving conflicts such as diagnosing issues, identifying conflict handling modes, and allowing parties to settle issues through mediation or mutual problem solving.
Conflict management bba
This document discusses conflict management in organizations. It defines conflict as any situation where incompatible goals or behaviors lead to disagreement between parties. Organizational conflict is dependent on how interdependent tasks are and how much resources are shared. Conflict can have positive or negative outcomes for an organization. Some positive outcomes include new ideas and healthy competition, while negative outcomes increase hostility. The document also describes various forms of conflict and causes of conflict within organizations. Finally, it outlines several techniques for resolving conflicts, such as problem solving, creating shared goals, expanding resources, avoidance, compromise, and altering human or structural variables.
Conflict management presentation
The document defines conflict as a struggle between opposing forces or individuals that causes frustration in accomplishing goals. Conflict can be positive when it leads to clarification or improvement, but is negative when it lowers productivity or morale. Common causes of conflict include poorly defined goals, differing values, lack of cooperation, and communication failures. The types of conflict are intrapersonal (within an individual), interpersonal (between individuals), intergroup (within teams), and interorganizational (between teams). Conflict management strategies include avoidance, competition, compromise, and collaboration to achieve lose-lose, win-lose, or win-win outcomes. Preventing conflict involves open communication, clear roles, and fair treatment within teams.
Conflict and Stress Management Training
Definition of Conflict-MBT
hubungi :
Kanaidi, SE., M.Si (Penulis “Buku PERIKLANAN”, Service Quality and Motivation Trainer, Dosen Marketing Management, Praktisi Bisnis)
e-mail :kana_ati@yahoo.com atau kanaidi@yahoo.com atau kanaidi@posindonesia.co.id
HP. 08122353284
Conflict management skills
This document defines conflict and discusses its nature, sources, and effects. It begins by defining conflict as a clash between parties who perceive incompatible goals or interference. Conflict can be caused by scarce resources, different attitudes or perceptions, or lack of clarity in roles. Conflict is then classified at the individual, group, and organizational levels. The document notes that while conflict can have negative effects like stress and decreased productivity, it can also have positive effects like improving decisions and stimulating creativity if managed constructively.
CONFLICT.pptx
Conflict arises when the needs of individuals or groups are incompatible. It can occur between individuals, within groups, or between groups. Symptoms of unresolved conflict include tensions, decreased productivity, and low morale. While conflict is sometimes seen as negative, it is a natural and inevitable result of human interaction. If managed constructively through collaboration or compromise, conflict has the potential to stimulate creativity, clarify views, and enable positive social change. However, if left unaddressed it can damage relationships, polarize opinions, and reduce cooperation. The optimal level of conflict for group productivity is moderate rather than no conflict or too much conflict.
conflictmanagement - Copy.ppt
This document discusses conflict management and resolution. It defines conflict and outlines different views of conflict, including the traditional, human relations, and interactionist views. It also discusses the causes and outcomes of functional versus dysfunctional conflict. The document then examines the conflict process in five stages - potential opposition, cognition and personalization, intentions, behavior, and outcomes. It provides examples of different conflict management styles like competing, collaborating, avoiding, accommodating, and compromising. The document concludes with tips for managing workplace conflict and a self-assessment to determine one's dominant conflict management style.
Chapter fifteen
This document provides an overview of managing conflict and negotiations. It discusses various perspectives on conflict, including the traditional, human relations, and interactionist views. Functional and dysfunctional conflict are described. The consequences of dysfunctional intergroup conflict are outlined. Causes of intergroup conflict like interdependence, goal differences, and perceptual differences are examined. Five approaches for resolving conflicts - dominating, accommodating, problem solving, avoiding, and compromising - are presented. Stimulating constructive intergroup conflict through methods like bringing in outside individuals or altering organizational structure is also covered. The document concludes with descriptions of negotiations, bargaining strategies, and the negotiation process.
MANAGING CONFLICTS (Nursing Management)pptx
This document discusses managing conflicts in organizations. It begins by defining conflict and noting that conflict exists at all levels of society and is natural and inevitable in human relationships. Conflict is the root of change and prevents stagnation.
The document then discusses different perspectives on conflict, including traditional views that see all conflict as harmful, human relations views that see conflict as natural, and interactionist views that see conflict as necessary for group performance. It also discusses functional and dysfunctional conflict in organizations.
The rest of the document outlines sources of conflict, stages of conflict escalation, approaches to conflict resolution including competing, collaborating, avoiding, accommodating, and compromising, and recommendations for when to use each approach to conflict management.
Conflict management
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.
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The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdf
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Consequences of Conflict-TRAINING
- 1. Consequences of conflict Bandung, 22 - 23 Desember 2009 By : Kanaidi, SE., M.Si [email_address]
- 8. Consequences of conflict ( - )
- 9. Violence
- 11. polarization of views into static positions X
- 12. A breakdown of collaborative ventures
- 14. Groupthink
Editor's Notes
- Picture by kodama
- Photo by MarkHaertl
- Picture by Olivander
- Photo by nouQraz
- Photo by teaeff
- Photo by mudkat