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 pu rposes.

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 tempe rs are evident. Productivity is falling. Morale is slipping.

SOURCES OF CONFLICT:

UNDERSTANDING CONFLICT ORIGINS OF CONFLICT: j Limited resources. j Unmet basic needs. j Different value s.

RESPONSES TO CONFLICT: SOFT: j Withdrwing. j Ignoring. j Denying. j Giving in. HARD: j Threatening. j P ushing. j Hitting. j Yelling.

PRINCIPLED: j Listening. j Understanding. j Respecting. j Resolving.

OUTCOMES OF CONFLICT: SOFT: j LOSE-LOSE j LOSE-WIN HARD: j LOSE-LOSE j WIN-LOSE PRINCIPLED: j 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. tion of this conflict Interorganizational Conflict Conflict that arises across organizations. Managers play a key role in resolu

CONFLICT MANAGEMENT: j Five conflict management modes Withdrawal/Avoidance. temporary Smoothing /Accomodating. fails to resolve Compro mising Forcing/Competing. Provides Problem solving/collaboration resolution.

CONFLICT APPROACHES: COMPETING/FORCING. APPROPRIATE: j An emergency looms. j The issue is trivial and others dont really care what happens. j Youre sure youre right, and being right matters more than pre serving relationships. INAPPROPRIATE: j Collaboration is not yet been attempted. j Co-operation from ot hers is important. j Used routinely for most issues. j Self-respect of others is diminished needlessly.

COLLABORATING: APPROPRIATE: j Co-operation is important. j A creative end is important. j Reaso nable hopes exists to address all concerns. j The issues and relationship are bo th significant. INAPPROPRIATE: j Time is short. j Issues are unimportant. j Youre over-loaded. j The goals of the other person certainly are wrong.

COMPROMISING: APPROPRIATE: j Co-operation is important but time or resources are limited. j When finding some solution, even less than the best, is better than a complete stalemate. j When efforts to collaborate wil l be misunderstood as forcing. INAPPROPRIATE: j Finding the most creative solutions possible is essential. j Yo u cant live with the consequences.

AVOIDING: APPROPRIATE: j The issue is trivial. j The relationship is insignificant. j Time is short and a decision is not necessary. j You have little power but still wis h to block the other person. INAPPROPRIATE: j You care both about the relationsh ip and the issues involved. j Used habitually for most issues. j Negative feelin gs may linger. j Others would benefit from caring.

ACCOMMODATING: APPROPRIATE: INAPPROPRIATE: j You really dont care j You are likely to about the issue. harbor resentment. j Youre powerless but j Used habitually in have no wish to block order to gain the other person. acceptance. j You realize you are wron g.

PROBLEM-SOLVING: j Set the stage. j Gather perspectives. j Identify the interests. j Create optio ns. j Evaluate options. j Generate agreement.

PRINCIPLES OF CONFLICT RESOLUTION: j Separate people from the problem. j Focus on interests, not positions. j Inven t options for mutual gain. j Use objective criteria.

THANK YOU !