CONFLICT MANAGEMENT

Definition of Conflict

A situation in which someone

believes that his or her own needs have been
denied.
“The goal of organizational leadership
is not to eliminate conflict, but to use
it.”

“Conflict is a predictable social

phenomenon and should be
channeled to useful purposes.”
What Do You Think?
What Do You Think when you hear the word . .

CONFLICT

What do you think and what images come to you . . .

Symptoms Of Conflict

Tensions.

No desire to communicate.

Work not done properly.

Disastrous meetings.

Anger occurs quickly
and easily.
Symptoms Of Conflict

Failing productivity.

Slipping morale.

Absenteeism.

Accidents.

Escalating costs.

Slamming doors.

Shouting.

Bad times.
Symptoms Of Conflict
 The employee (or employees) involved
display no desire to communicate.
 Bad tempers are evident.
 Productivity is falling.
 Morale is slipping.
SOURCES OF CONFLICT:
UNDERSTANDING CONFLICT
ORIGINS OF CONFLICT:
♦ Limited resources.
♦ Unmet basic needs.
♦ Different values.
RESPONSES TO CONFLICT:
SOFT:
♦ Withdrwing.
♦ Ignoring.
♦ Denying.
♦ Giving in.
HARD:
♦ Threatening.
♦ Pushing.
♦ Hitting.
♦ Yelling.
PRINCIPLED:
♦ Listening.
♦ Understanding.
♦ Respecting.
♦ Resolving.
OUTCOMES OF CONFLICT:
SOFT:
♦ LOSE-LOSE
♦ LOSE-WIN

HARD:
♦ LOSE-LOSE
♦ WIN-LOSE

PRINCIPLED:
♦ WIN-WIN.
TYPES OF CONFLICT:
Interpersonal Conflict
– Conflict between individuals due to differences in their goals or
values.
Intragroup Conflict
• Conflict within a group or team.
Intergroup Conflict
• Conflict between two or more teams or groups.
• Managers play a key role in resolution of this conflict
Interorganizational Conflict
• Conflict that arises across organizations.
CONFLICT MANAGEMENT:
♦ Five conflict management modes

Withdrawal/Avoidance. temporary
Smoothing /Accomodating. fails to resolve
Compromising
Forcing/Competing. Provides
Problem solving/collaboration resolution.
CONFLICT APPROACHES:
COMPETING/FORCING.
APPROPRIATE: INAPPROPRIATE:
♦ An emergency looms. ♦ Collaboration is not
♦ The issue is trivial and yet been attempted.
others don’t really ♦ Co-operation from
care what happens. others is important.
♦ You’re sure you’re ♦ Used routinely for
right, and being right most issues.
matters more than ♦ Self-respect of others
preserving is diminished
relationships. needlessly.
COLLABORATING:
APPROPRIATE: INAPPROPRIATE:
♦ Co-operation is important. ♦ Time is short.
♦ A creative end is
♦ Issues are
important.
unimportant.
♦ Reasonable hopes exists to
address all concerns. ♦ You’re over-loaded.
♦ The issues and ♦ The goals of the other
relationship are both person certainly are
significant.
wrong.
COMPROMISING:
APPROPRIATE: INAPPROPRIATE:
♦ Co-operation is important ♦ Finding the most
but time or resources are creative solutions
limited.
possible is essential.
♦ When finding some
solution, even less than ♦ You cant live with the
the best, is better than a consequences.
complete stalemate.
♦ When efforts to
collaborate will be
misunderstood as forcing.
 AVOIDING:
APPROPRIATE: INAPPROPRIATE:
♦ The issue is trivial. ♦ You care both about
♦ The relationship is in-
the relationship and
significant. the issues involved.
♦ Used habitually for
♦ Time is short and a
decision is not most issues.
necessary. ♦ Negative feelings may
♦ You have little power
linger.
but still wish to block ♦ Others would benefit
the other person. from caring.
ACCOMMODATING:
APPROPRIATE: INAPPROPRIATE:
♦ You really don’t care ♦ You are likely to
about the issue. harbor resentment.
♦ You’re powerless but ♦ Used habitually in
have no wish to block order to gain
the other person. acceptance.
♦ You realize you are
wrong.
 PROBLEM-SOLVING:
♦ Set the stage.
♦ Gather perspectives.
♦ Identify the interests.
♦ Create options.
♦ Evaluate options.
♦ Generate agreement.
PRINCIPLES OF CONFLICT
RESOLUTION:
♦ Separate people from the problem.
♦ Focus on interests, not positions.
♦ Invent options for mutual gain.
♦ Use objective criteria.
THANK YOU !