Conflict management
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This document discusses conflict management and resolution. It defines conflict as a struggle between two interdependent parties with incompatible goals. Conflict can be functional and increase creativity or dysfunctional and damage relationships. The sources of conflict include aggressive behavior, limited resources, and cultural differences. Conflict management strategies include avoiding, competing, accommodating, compromising, and collaborating. Collaboration is the most effective approach as it results in a "win-win" where all parties' interests are satisfied. Active listening, understanding other perspectives, finding areas of agreement, and negotiating are keys skills for successful conflict resolution.
Conflict management
- 1. Conflict Management Krishan K. Pandey (Ph.D.) Professor & Director Office of Doctoral Studies O.P. Jindal Global University, Sonipat Email: krishan.pandey@gmail.com; kkpandey@jgu.edu.in ; webpage: www.krishanpandey.com .
- 2. Working together is not always a easy Job
- 4. What is conflict? An expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce resources, and interference from the other party in achieving their goals OR A process that begins when one party perceives that another party has negatively affected or about to affect something that the first party cares about
- 6. Functional conflict: works toward the goals of an organization or group Dysfunctional conflict: blocks an organization or group from reaching its goals Functional & Dysfunctional Conflict
- 7. Functional conflict Constructive Increase information & ideas Encourages innovative thinking Unshackles different points of view Reduce stagnation
- 8. Dysfunctional conflict Tension, anxiety, stress Drives out low conflict tolerant people Reduce trust Poor decision because of withheld or distorted Reduce information
- 10. It is unhealthy when there is no conflict
- 11. We need diversity of opinion
- 12. Rivalries in which one personor group competes with another. Differences in information, beliefs, values,interests, or desires. A scarcity of some resource.
- 16. It forces people to clarify their views
- 17. It can produce constructive Social change
- 18. It gives people the opportunity to test their capacities
- 19. development of group and organization cohesion
- 21. Violence
- 23. polarization of views into static positions
- 24. A breakdown of collaborative ventures
- 26. The cost of conflict Relationship costs
- 27. The cost of conflict Costs to the individual
- 28. The cost of conflict Costs to the company
- 29. Main sources of conflict The aggressive or competitive behaviour of human beings
- 30. Main sources of conflict Competition for limited resources
- 31. Main sources of conflict Frustration
- 32. Main sources of conflict
- 33. Main sources of conflict Cultural influences
- 34. Main sources of conflict Misinformation, assumptions and expectations
- 35. Attitude & Behaviour Cycle Your Attitudeaffects affects Your Behaviour My Attitude affects My Behaviour affects
- 36. The Thomas-Kilmann Conflict Mode Instrument The Thomas-Kilmann Conflict Mode Instrument assesses an individuals typical behavior in conflict situations and describes it along two dimensions: assertiveness and cooperativeness. The model has 5 conflict modes. Competing, Accommodating, Avoiding, Collaborating, Compromising.
- 37. Different Styles have Different Goals Competing: The goal is to win Accommodating : The goal is to yield Avoiding: The goal is to delay Collaborating: The goal is multiple participation Compromising: The goal is to find middle ground
- 38. To win To yield To delay To find middle ground Multiple participation
- 39. Collaboration: A win/win strategy based on problem solving where the interests of all parties can be met. This approach results in maintaining strong interpersonal or intergroup relationships while ensuring that all parties achieve their interests. Compromise: A mini-win/mini-lost strategy based on a solution that partially satisfies the interests of the parties involved. This approach results in the parties attempting to win as much as possible while preserving the interpersonal or inter-group relationships as much as possible.
- 40. Accommodation: A yield-lose/win strategy wherein one party yields to the other party (or parties) to protect and preserve the relationships involved. Controlling: A win/lost strategy based on imposing a particular preferred solution on the other party (or parties). This approach results in sacrificing the interpersonal or intergroup relationship to achieve a desired outcome, regardless of the consequences to the other party (or parties). Avoiding: A lose/lose strategy based on withdrawing and choosing to leave the conflict. This approach results in abandoning both the desired outcome and the relationships involved.
- 41. Two Dimensional Model of Conflict
- 42. 5 ways to manage conflict Avoidance Competition (A) Accommodation (B) Compromise (C) Collaboration (D)
- 43. Conflict Continuum I win, you lose (competitionA) I lose or give in (accommodateB) We both get something (compromiseC) We both win(collaborateD)
- 44. Competing is effective: When quick decisive action is needed. When unpopular action must be taken on important issues. When the issue is vital and the right course is clear. To protect against people who take advantage of noncompetitive behavior. Competing
- 45. Accommodating is effective: When you are wrong, learning is important, or demonstrating reasonableness is critical. When creating goodwill is paramount. To build social credits for later use. To stop unproductive or damaging competition. When harmony is important. Accommodating
- 46. Avoiding is effective: When the issue is relatively trivial. When you know you cant be satisfied. When the costs of conflict outweigh the benefits of resolution. To allow cooling off. When its important to have more information. When others can resolve the issue more effectively. When the conflict is tangential to something more important. Avoiding
- 47. Collaborating is effective: When its important that both sides be integrated. When you want to learn and fully understand others views. To merge different perspectives and insights. To gain commitment through consensual decisions. To work through hard feelings that have interfered with interpersonal relationships. Collaborating
- 48. Compromising is effective: When goals are less important than avoiding the disruption caused by more assertive conflict resolution styles. When opponents have equal power and commitment to mutually exclusive goals. To temporarily settle complex issues. To quickly achieve an expedient solution. As a backup style when collaboration or competition fails. Compromising
- 49. Can Conflict be Managed ? Conflict Management can be defined as the opportunity to improve situations and strengthen relationships
- 50. Strategies to Resolve Conflicts Assume you do not have all the answers. Ask questions to understand the other person(s). Be prepared to compromise or make a deal.
- 51. Active listening Really listen to what they are saying Focus your attention on them Use non-verbal cues (e.g. nodding the head) Paraphrase what they have said, to show that you have understood.
- 52. These are all the same -
- 53. A piece of cheese! A B
- 54. How can conflict be managed successfully? Win-win conflict. Both parties achieve their desires. Collaboration or problem solving are forms of win-win conflict.
- 55. Reaching win-win
- 59. To Achieve Win/Win Results Gain participation from everyone involved in the conflict. State the reason to work on a solution.
- 60. Whatever style you use, here are some basic skills for conflict resolution: Manage anger Listen actively Avoid assumptions Find something on which to agree Be cautious with criticism Negotiate ConflictResolution