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Team conflicts & resulation
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- 3. Presented By Shoaib Raza BabarKhan Umar Shahzad
- 4. CONTENTS Intro toConflicts Definition of Conflicts Nature of Conflicts Views on Conflicts Types of Conflicts Positive & Negative Conflicts Process & levels of conflicts Conflicts Resolution & importance Conclusion
- 5. Introduction to Conflicts The concept of conflict being an outcome of behaviors is an integral part of human life where ever there is interaction there is conflict Conflict can be considered as an expression of unfriendliness or opposition negative attitude and misunderstading .
- 6. Definition of conflict It is a process that begins when one party perceives and another party has negatively affected or is about to negatively effect something that the first party cares about. Conflict is a psychological state of mind when mind when people are in a dilemma whether to do or not to do a thing is a state of conflict
- 7. Nature of conflict Conflicts occurs when individual are not able to choose among available alternative courses of action. Conflict b/w two individual implies that they have conflicting perception values and goals. Conflict is a dynamic process as it indicates a series of events. Conflict must be perceived by the parties to it if no one is aware of conflict then it generally agree that no conflict exists.
- 8. Views on conflict Traditional views The early approach to conflict assumed that all conflict was viewed that all conflict was bad conflict was viewed negatively and it was used synonymously with such term as violence destruction. Human relation views The human relation position argued that conflict was natural occurrence in all groups and organizations conflict was inevitable it is accepted and there are even when conflict may benefit groups performance.
- 9. Views on conflict Modern views This view is based on the belief that conflict is not only a positive force in group but is also necessary for a group to perform effectively. This approach encourages groups leaders to maintain an ongoing minimum level of conflict enough to keep the group viable self critical and creative.
- 10. Types of conflict Functional Support the goals of the group and improves its performance Stimulant for change Creativity and innovation Group cohesion Avoidance of tension Weakness challenge
- 11. Types of conflict Dysfunctional conflict Conflict that hinders group performance Resignation of personnel Tension Dissatisfaction Creation of distrust Goal displacement Weakening of organization
- 12. Positive and negativesof conflict Positives Increased involvement Increased cohesion Innovation and creativity Personal growth and change Clarification of key issues Organizational vibrancy Individual and group identities
- 13. Positives and negativesof conflict Negatives Unresolved anger Personality clashes Less self esteem Inefficiency Diversion of energy from work Wastage of resources Negative climate Group cohesion disrupted
- 14. Process of conflict Latent conflict Perceived conflict Felt conflict Manifest conflict
- 15. Process of conflict Latent when two or more parties need each other to achieve desired objectives here is potential for conflict latent conflict often arises when change occurs conflict is likely to be caused by budget cutback a change in organizational direction a change in personal goals or the assignment of new project to already overloaded team. Perceived conflict This is the stage at which members become aware of problem incompatibility of needs is perceived and tension begins as the parties being to worry about what will happen but no party feels that it is being overly threatened.
- 16. Process of conflict Felt conflict At this stage parties become emotionally involved and begin to focus on differences of opinion and opposing interest internal tensions and frustration being to crystallize and people begin to build and emotional commitment to their position. Manifest conflict At this stage parties engage in actions that help to achieve their own objectives and ruin those of others conflict behaviors vary from the subtle indirect and highly controlled forms of interface to direct aggressive violent and uncontrolled struggle at the organization level strikes or lock outs are the result.
- 17. Levels of conflict Individual level conflict Group level conflict Organizational level conflict
- 18. Levels of conflict Group level conflict In group conflict refers to disputes among some or all of group members which often affect the group performance family run business can be especially prone to severe in group and other types of conflicts these conflict typically become more intense when an owner of founder approaches retirement actually retires or dies.
- 19. Conflict resolution ingroup Problem solving Avoidance Smoothen Compromise Expansion of resources Organization redesign Superordinate goals
- 20. Skills for conflictresolution Good and patient listener The pitch and the tone have to be taken great care of Adopt a positive attitude Never criticize anyone or make him feel small Prefer the conference room board room or any suitable place for presentation seminars and discussions The superiors must ensure that the team members are assigned responsibilities according to their specializations Avoid gossips and rumors.
- 21. Importance of conflictresolution Facilitates employees to concentrate on their work Strengthens bonds amongst employees Helps finding a middle way an alternative to any problem and successful implementation of any idea Motivates employees to strive hard to live up to the expectation and contribute to the organization inn best possible way Prevention is better than cure.
- 22. Conclusion The betterable team members are to engage speak listen hear interpret and respond constructively the more likely their teams are to leverage conflict rather than be leveled by it.