This document discusses conflict management. It defines conflict as a direct struggle between individuals or groups for the same goals. Conflict is also described as an objective incompatibility between values or goals. Sources of conflict include personal differences, misinformation, incompatible roles, and environmental stress. Approaches to handling conflict include forcing, avoiding, compromising, accommodating, and collaborating. Different negotiation strategies like distributive and integrative are also discussed. The document provides guidance on selecting an approach based on factors like the relationship, importance, power dynamics, and time constraints. It emphasizes that personal preferences and the context should inform the problem-solving process and strategy selection for resolving disputes.

1. MANAJEMEN
KONFLIK
Whetten & Cameron, Developing Management
Skills
Akmal Khairi

2. Konflik
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3. PENGERTIAN KONFLIK
Konflik adalah perjuangan yang dilakukan secara sadar
dan langsung antara individu atau kelompok untuk tujuan
yang sama. Mengalahkan saingan nampaknya
merupakan cara yang penting untuk mencapai tujuan.
(Theodorson & Theodorson, 1979 : 71).
Konflik adalah Suatu kondisi ketidakcocokan obyektif
antara nilai-nilai atau tujuan-tujuan, seperti perilaku yang
secara sengaja mengganggu upaya pencapaian tujuan,
dan secara emosional mengandung suasana
permusuhan. (Kilmann & Thomas, 1983: 366)

4. Sumber & Fokus Konflik
Personal • Perceptions
Differences • Expectations
Informational • Misinformation
Deficiency • Misrepresentation
Role • Goals
Incompatibility • Responsibilities
Environmental • Resource scarcity
Stress • Uncertainty

5. CARA MENGHADAPI KONFLIK
Assertive
Unassertive
Uncooperative
Cooperative

6. APPROACH OBJECTIVE YOUR POSTURE SUPPORTING LIKELY OUTCOME
RATIONALE
FORCING Get your way I know what’s It’s better to risk You feel
right causing a few vindicated, but
hard feelings other party feels
than to abandon defeated &
an issue humiliated
AVOIDING Avoid having to I’m neutral on Disagreements Interpersonal
deal with conflict that issue. are inherently problems don’t
bad because they get resolved
create tension
COMPROMISING Reach an Let’s search for a Prolonged Participants
agreement solution so we conflicts distract become
quickly can get on with people from their conditioned to
our work work seek expedient
ACCOMODATING Don’t upset the How can I feel harmonious The other person
other person help you feel relationships is likely to take
good about this should be top advantage of you
encounter? priority
COLLABORATING Solve the This is my The positions of The problem is
problem together position. What is both parties are most likely to be
yours? equally resolved.
important

7. NEGOTIATION STRATEGIES
Negotiation Strategies
Distributive Integrative
Conflict Compromising Collaborating
Management Forcing
Strategies Accommodating
Avoiding

8. CONFLICT-MANAGEMENT APPROACH
Situation Forcing Accommodating Compromising Collaborating Avoiding
Considerations
Relationship High Low Medium High Low
Importance Low High Medium High Low
Relative Power High Low Equal-High Low-High Equal-High
Time Med-High Med-High Low Low Med-High
Constraints

9. KESIMPULAN
Problem-
Personal Solving
Preferences Process
Source of Strategy Dispute
Conflict Selection Resolution
Context
Characteristics