Conflict Management "What I hope you, is that after a reasonable period of discussion, everybody agr ees with me.

" Winston Churchill (British Prime Minister during the Second World War) Conflict in negotiation 1. What's wrong? 2. What are the alternatives? 3. Can I negotiate? 4. Who will n egotiate? 5. When you negotiate? 6. As n egocia r? Concept C onflito s "When one party perceives that the other negatively affect s omething the first considers important." Robbins, 2005. Conflicts Staff in conflict (negotiable or not?), Or it depends? Depends on what?? Visions of Conflict Conflict detrimental? part of all It relations? The Conflict is healthy? V Let's see .... Ways of Conflict Refusal of the conflict: inability or refusal of dialogue. Gera restlessness, an xiety, even neuroses. Path declared, is the path of war, of struggle that result s in the declared intention of eliminating the other. Assumed path: the path of the solution, each party agrees to automatically examine the situation and striv e to seek a solution. Conflict becomes a problem to be solved

Types of Conflict Conflict tasks: relationship to objectives and content of work. Joan is secretary of the company and has always been responsible for scheduling the use of meeting room. The company was computerized and now anyone can arrange a meeting at the desired time simply consult the internal website. However, eve ry time an employee enters the meeting room to prepare it, Joanna gets very irri tated because states had not been informed. Types of Conflict Conflict

Relationship: interpersonal relationships (values and personality) Ana began working there two months in the Department of Purchasing where Paul is the former employee. Paul and his colleagues created a habit of strictly comply with the times of entry and exit from the business, Anna is constantly turn int o overtime. When she arrives late once finds it natural that his superior never questioned this behavior. Ana is a matter of discussion of Paul and his colleagu es .... Abelardo coordinates a staff of a factory, he and his staff are baffled by a new employee who has the insistent questioning behavior of all decisions of the boss and colleagues. HOW

YOU SEE THESE SITUATIONS?? Types of Conflict Conflict Process: the way work is performed. Example: someone changes the way of creating a work process, no one agrees with the change although it is more effective and economical. With this change, an of ficial of the department gets bored due to lack of activities throughout the day as the employee of the department B is physically stressed by excessive powers it received. Have you seen this kind of situation occurs?

Conflict occurs: 1. Incompatibility: occurs when there are problems related to: Communication: communication noise; Structure: conflict of goals and tasks; Peop le: conflict of values and personality.

Conflict occurs: 2. Understanding and Personalisation: conflict is perceived and can be felt and understood in a positive or negative. Ex: The manager and chief executive perceive the existence of conflict different ly when the supervisor HR questions all the decisions. The second considers the process as positive as the first as a threat. Conflict occurs: 3. Intent of cooperation with the other (satisfy you) or self-assertion (satisfy yourself) 4. Behavior: Occurs when the conflict becomes visible through statements and reactions of stakeholders. EX.: Discussions, demo nstrations of strikers. Conflicts (cases for discussion)

Conflicts between Headquarters and Branch Staff: It involves people who do not k now or barely know each other and distrust each other. Case 1: The staff of the subsidiary systematically criticizes everything that co mes from the matrix and vice versa. Case 2: The Area Coordinator Compensation Ma trix is responsible for instructing on the new compensation process to be implem ented in all branches of the company in Brazil. To instruct the officer in Porto Alegre, the coordinator explained the new process, only that the employee is sh own to adopt a defensive claim to be very complicated and difficult to implement the specific affiliate. The system is eventually implemented after much resista nce and all sorts of problems (errors, delays). The coordinator maintains that t he problems stem from the behavior of the employee who has no capacity to perfor m the new procedure or goodwill. The official says that what they had was better and it worked well.€This again has many disadvantages and can prove it. Also, t hink what is for the matrix does not always serve for affiliates ...

Conflicts (cases for discussion) Conflicts between bosses and subordinates, bosses with interests involves hittin g with their subordinates and they start a process of resistance. Case 1: The bo ss who complains, forces and not listening. Eg: The head delegates responsibilit y from one department to two managers. The two do not reach a consensus as to wh o is responsible for what and chief accuses them of not giving the bill. They tr y to explain what went wrong, he does not listen. They ask him to do the mediati on and it takes the body out of the decision. Case 2: Example: The boss makes a supervision in the sector and realize there is a certain excess of freedoms on t he outs, breaks, and phone calls. Employees feel threatened with the supervision and eventually coming to the request of officials an agreement to establish a t ime interval. The same official who proposed the gap indicates that your child i s ill and asks to leave. The next week two other employees are absent on the gro unds that the chief rule set to release staff when children are sick ... Conflicts (cases for discussion) Conflicts between subordinates and bosses, bring into play subordinates living d elicate relationships with the top. There are frequent conflicts that cause bitterness and discouragement. The child feels a victim of the chief. The employee may not feel noticed and begin to fai l. Can occur from colleagues trying to motivate them to undertake their tasks ef fectively. However, much as do their work efficiently it does not feel recognize d ... Why conflict arises? Why people do not necessarily have the same values that you stand for. It is for the negotiator to understand the values and motivations of the parties, clarify the conditions of conflict and propose agreements. There is never a single sour ce of conflict. Therefore should be identified all parties. Different opinions; Different interpretations, different Judging from their actions and of other s; Seizures can be caused by the excessive level of stress, this in turn can be det ected by a number of reasons: Overload of activities Feelings of insecurity an d discord of values; Conflict of goals and tasks.

Why conflict arises? = High degree of stress may be due to the little satisfaction that the individua l has with its work, causing a desire to quit. Some effects of stress: subjective effects: anxiety, aggression, apathy, impatience, depression, fatigue , loneliness. behavioral effects and consumption of illegal drugs, excessive alc ohol and tobacco, instability. cognitive effects: lack of concentration, inabili ty to make decisions, lapses of memory. physical effects: increased blood pressu re, obesity, anorexia, bulimia, shortness of breath, sweat. effects on the organ ization: distraction, bad relationships, low productivity, low quality work. Troubleshooting through the Conflict Management CONFLICT MANAGEMENT Concept The Conflict Management is exactly in choosing and implementing the most appropr iate strategies for dealing with each situation. CONFLICT MANAGEMENT Dealing with conflict is to work with groups and try to break some stereotypes p revailing in the organization. Create tasks to be performed jointly by different groups is one way to ensure that compliance is recognized by the working groups . Mediator: mobilizes the warring parties to an agreement. Help the parties to d iscuss and resolve conflict situations. Facilitator of the process. CONFLICT MANAGEMENT Trading strategies is the goal of conflict resolution, with a solution that satisfies both involved. It is characterized by assertive b ehavior: to defend their rights and opinions without resorting to violence or di srespect for others. Provides greater amount of positive consequences. CONFLICT MANAGEMENT Styles of Conflict Management Competition: seeks satisfaction of interests, trying to convince the other party takes the other party to accept the blame. Collaboration: covers the interests of stakeholders, seeks beneficial result for both. Accommodation: tends to calm the situation, getting to put the needs and interests of the other above their ( flight). It is characterized by submissive behavior. CONFLICT MANAGEMENT Styles of Conflict Management Commitment: one of the parties to the conflict gives up some points or items, le ading to distribute the results between both parties. CONFLICT MANAGEMENT Conflict Management Styles • What to avoid: this manager avoids conflict, reason enough to give the other p arty, even if not, just so the conflict does not appear ... • The quiet: it allo ws conflicts but no major discussions on the subject. When greater conflict, giv es up the position. • The dictator: the independent opinion of others involved, the dictator has to always win. Is beneficial in some situations (emergencies, the need for unpopula

r decisions). • The collaborative: Attempt to reach an agreement common to all a nd to minimize the losses of the parties involved. Sometimes we have problems wi th this style that at first seems the most appropriate (eg when time is short fo r a decision to establish long discussions to obtain consensus is not applicable ) CONFLICT MANAGEMENT Steps in resolving a conflict 1. Identify the problem to determine the nature of the conflict. Whether those i nvolved are aware of the problem and willing to seek a solution. 2. Analyze and choose the best solution Transforming negative into positive, diversity of ideas , respect for individual characteristics, to reconcile the opposites. CONFLICT MANAGEMENT Steps in resolving a conflict 4. Putting into practice 5. Assess the results 6. Maintenance Monitoring and evaluation CONFLICT MANAGEMENT For the solution of a conflict is necessary: to convey, Listening, asking Saber; Emotional control; Collaboration; Empathy. CONFLICT MANAGEMENT 11 Tips for a good conflict management. Look for solutions, not blame, 2. Analyz e the situation, 3. Maintain a climate of respect 4. Enhance the ability to list en and talk, 5. Be constructive criticism to make a 6. Look for win-win solution ; 7. Always act in order to eliminate conflicts 8. Avoid prejudices; 9. Keep calm, 10. When you're wrong, admit 11. Do not sweep problems under the rug. The manag ement of conflict situations is essential for people and organizations as a sour ce of change, because of the conflicting tensions, the different interests of st akeholders is that opportunities are born RESILIENCE The art of being flexible Term used in physics: the ability of a material to return to its normal state af ter suffering a snap. Individual's ability to mold the face of difficulties. Abi lity to respond more consistently to the challenges and difficulties; RESILIENCE Ability to react flexibly; Recoverability facing challenges and unfavorable circ umstances; attitude upbeat, positive and persevering Dynamic equilibrium during and after conflicts. Results Better preparation of the individual to withstand pressures; flexibility without losing any goals. Creativity; Coping with stress.