The document provides guidance on managing difficult situations and conflicts in an organization. It begins with an introduction to the session objectives of understanding conflict, managing emotional responses, and handling conflicts more effectively. It then discusses what conflict is, potential causes of conflict, and the benefits and disadvantages of functional and dysfunctional conflict. The document outlines different conflict management styles including forcing, avoiding, accommodating, compromising, and collaborating. It provides guidelines for effective collaboration when addressing conflicts, including roles and guidelines for the initiator, mediator, and respondent.

1. Welcome to the session on… …
Managing
Di
ct
ff i u l
Situations
:: Conflict Management ::

2. Conflict !?

3. Objectives
-To understand “Conflict” in organization
-To manage our own emotional responses to
difficult situations
-To manage conflict more effectively

4. Session Plan…
-Discussion about “Conflict”
-Handling conflicting situation: A game play
-Team interaction
-Discussion about “Conflict Management”
-Quiz
-Case Study
-Session Evaluation ].[

5. A simple test of Conflict…
Look at the words below and say the COLOR, not the WORD, e.g.
CONFLICT, MANAGEMENT…… ready ?
YELLOW BLUE ORANGE
BLACK RED GREEN
PURPLE YELLOW RED
ORANGE GREEN BLACK
BLUE RED PURPLE
Left – Right Conflict !!!
Your right brain tries to say the color but
your left brain insists on reading the word

6. A mind set… 1
“Life is difficult,
that is the
norm”

7. A mind set… 2
“We are
responsible for
our
own life situation
and the choices
we make
about responding
to it”

8. A mind set… 3
“Sometimes we
will win and
sometimes
others will win-
we have to
accept both,
cordially.

9. What is Conflict…
“Conflict is a difference of interests,
understanding, values, style or opinion”
“Conflict exists when actions of one person
prevent, block, interfere, injure or in some way
make achievement of another person’s goals less
likely”
“Conflict is the fight, collision, struggle or contest
between competitors” ].[

10. Why Conflict…
-Different values and beliefs
-Role pressure or clarification
-Perception differences
-Diverse goals or objectives
-Group status or identity
-Race, ethnicity, or gender differences
-Personality clash or conflict
-Competition for limited resources
-Disagreement on how things should be done
-Personal, self, or group interest
-Tension and stress
-Informational deficiency
-Power and influence ].[

11. The Good and Bad…
Functional conflict contributes to the
achievement of the goals of the group or the
organization. Functional conflict should be
nurtured, if not encouraged.
Dysfunctional conflict impedes the
organization from accomplishing its goals.
Dysfunctional conflict should be reduced or
removed. ].[

12. The Span of Conflict…
Intrapersonal
Inter-group
Inter-personal
(Intra-group)

13. Levels of Conflict…
Negative
attitudes and
Crisis fixed opinions
Normal Tension
functioning
becomes
difficult Motives and
Misunderstandings facts are
confused
Incidents
Short, sharp
exchange Discomfort
occurs
Things
don’t
feel right

14. Positive Forces of Conflict…
-Stimulates interest
-Means for problems to be heard
-Increases cohesiveness
-Promotes change
-Provides means to work together ].[

15. Negative Forces of Conflict…
-Diverts attention from important issues
-May damage morale
-May cause polarization
-Reinforces differences in values
-Produces irresponsible and regrettable behaviors

16. GAME PLAY

17. Game: “Conflict for Survival”
1. Sextant
2. Mirror
3. Jar of water
4. Mosquito net
5. One case of army ration
6. Map of Bay of Bengal
7. Floating seat cushion
8. One can of oil-gas mixture
9. Small transistor radio
10. Shark repellent
11. 3 sqft opaque plastic sheet
12. One bottle of rum
13. 5m of nylon rope
14. 2 boxes of chocolate bars
15. Fishing kit

18. Game: “Conflict for Survival”
Official ratings of the items
!?
1. Mirror
2. One can of oil-gas mixture
3. Jar of water
4. One case of army ration
5. 3 sqft opaque plastic sheet
6. 2 boxes of chocolate bars
7. Fishing kit
8. 5m of nylon rope
9. Floating seat cushion
10. Shark repellent
11. One bottle of rum
12. Small transistor radio
13. Map of Bay of Bengal
14. Mosquito net
15. Sextant

19. Team Interaction

20. Styles of Conflict Management
1. Forcing
2. Avoiding
3. Accommodating
4. Compromising
5. Collaborating

21. Styles of Conflict Management
Style 1 Forcing
(Win-Lose)
Objective Get your way.
Your “I know what’s right. Don’t
Posture question my judgment or
authority.”
Supporting It is better to risk causing a few
Rationale hard feelings than to abandon a
position you are committed to.
Likely You feel vindicated, but other
Outcome party feels defeated and possibly
humiliated. ].[

22. Styles of Conflict Management
Style 2 Objective Your Posture Supporting Likely Outcome
Rationale
Avoiding Avoid “I’m neutral on Disagreements Interpersonal
(Lose-Win) having to that issue. Let are inherently problems don’t get
deal with me think about bad because resolved, causing
conflict. it.” they create long-term frustration
tension. manifested in a
variety of ways.

23. Styles of Conflict Management
Style 3 Objective Your Posture Supporting Likely
Rationale Outcome
Accommodating Don’t “How can I help you Maintaining Other
(Lose-Win) upset the feel good about this harmonious person is
other encounter? My relationship likely to
person. position isn’t so s should be take
important that it is our top advantage
worth risking bad priority. of you.
feelings between us.”

24. Styles of Conflict Management
Style 4 Compromising
(Lose-Lose)
Objective Reach an agreement quickly.
Your “Let’s search for a mutually
Posture agreeable solution.”
Supporting Prolonged conflicts distract
Rationale people from their work and
engender bitter feelings.
Likely Participants become conditioned
Outcome to seek an expedient, rather than
effective solution.

25. Styles of Conflict Management
Style 5 Collaborating
(Win-Win)
Objective Solve the problem together.
Your “This is my position. What is
Posture yours? I’m committed to
finding the best possible
solution.”
Supporting The positions of both parties
Rationale are equally important
(though not necessarily
equally valid). Equality
emphasis should be placed
on the quality of the outcome
and the fairness of the
decision-making.
Likely Participants find an effective
Outcome solution.

26. Styles of Conflict Management
Please, remember…
SOLVING
THE
PROBLEM
IS THE
GOAL…
NOT WINNING!

27. Guidelines for effective Collaboration
Initiator Mediator Respondent

28. Guidelines for effective Collaboration
The Initiator
- Maintain personal ownership of the problem.
- Succinctly describe your problem in terms of
behaviors, consequences and feelings (“When you
do X, Y happens, and I feel Z.”) Use a specific
incident to explore the root causes of a problem.
- Avoid making accusations and attributing motives to
the respondent.
- Specify the expectations or standards that have been
violated.
- Persist until understood.
- Encourage two-way interaction by inviting the
respondent to express his or her perspective and ask
questions.
- Don’t “dump” all your issues at once. Approach
multiple issues incrementally. Proceed from simple
to complex, easy to hard.
- Appeal to what you share (principles, goals,
constraints).

29. Guidelines for effective Collaboration
The Mediator
• Acknowledge that conflict exists and treat it seriously.
• Construct a manageable agenda by breaking down
complex or multiple issues.
• Do not take sides. Remain neutral regarding the
disputants as well as the issues as long as violation of
policy is not involved.
• Focus the discussion on the impact the conflict is
having on performance and the detrimental effect of a
continued conflict.
• Keep the interaction issue oriented, not personality
oriented. Also, make sure that neither disputant
dominates the conversation.
• Help disputants keep their conflict in perspective by
identifying areas of agreement or common viewpoint.
• Help disputants generate multiple alternatives in a
nonjudgmental manner.
• Make sure that both parties are satisfied with the
proposed resolution and committed to implementing it.

30. Guidelines for effective Collaboration
The Respondent
• Respond appropriately to the initiator’s emotions. If
necessary, let the person “blow off steam” before
addressing substantive issues.
• Establish a climate for joint problem solving by showing
genuine concern and interest. Respond empathetically,
even if you disagree with the complaint.
• Avoid justifying your actions as your first response.
• Seek additional information about the problem. Ask
questions that channel the initiator’s remarks from
general to specific and evaluative to descriptive
statements.
• Focus on one issue, or one part of an issue, at a time.
• Agree with some aspect of the complaint (facts,
perceptions, feelings, or principles).
• Ask the initiator to suggest more acceptable behaviors.
• Agree on a remedial plan of action. ].[

31. Summary
-Conflict is essential to the survival of the organization.
-Conflict should not only be accepted but encouraged in
organizations.
-Effective conflict management includes both stimulation
and reduction of conflict.
-Conflict management is the responsibility of all employees
-Understanding your style can assist in working with others
-All styles have their place, but collaboration is best for most
work situations ].[

32. Thank
You