Research Proposal

MANAGING CONFLICTS AND BUILDING TEAMS

SUBMITTED TO: SUBMITTED BY:

Co-ordinator Mrs. Deepti Kalra (Asst. Professor)
HRDC Govt. College, Tigaon, Faridabad
Jamia Millia Islamia Mobile: 9811528563
New Delhi
 PART A
1. Broad Subject :- Management of Teams
2. Area of specialisation:- Management
3. Duration: 2 years
4. Principal Investigator:
i. Name: Deepti Kalra
ii. Sex: Female
iii. Date of Birth: 24th December 1980
iv. Qualification: MBA/M.Phil.
v. Designation: Assistant Professor
vi. Address:
a) Office: Government College, Tigaon, Faridabad
b) Residence: A17, FF, RPS Palms, Sector 88, Faridabad
5. Name of Institution where project will be undertaken:
i. Department: Management
ii. College: Government College, Tigaon, Faridabad
iii. University: M.D University, Rohtak
6. Whether the college or University is approved under Section 2(f) and 12b if the UGC
Act?
Yes.
7. Teaching & Research Experience:
i. Teaching Experience: UG: 7 years, PG: 2 years
ii. Research Experience: 6 months during M.Phil.
 PART B

Contents: This paper considers:

* Definition of conflict

* Causes of a Conflict

* Importance of Conflict Resolution

* Languages of Conflict Resolution

* Techniques for Conflict Resolution

Objectives: On Studying this paper, you will be able to:

 Understand the importance and meaning of Conflict

 Identify the cause of a Conflict
 Develop the techniques to resolve and manage a Conflict
 Understand the dynamics of group / team behaviour.
 Develop insights into their team management skills.
 Learn how to build winning teams.
 Become aware of common obstacles to effective teamwork.
 CONFLICT RESOLUTION

1. Introduction:

1.1 Meaning:

Conflict is a natural part of social processes, and it occurs in all enterprises or organisations.
It is a normal part of doing business because organizational members have different and often
opposing goals. However, these differing goals keep the organization vital by stimulating
creativity, promoting innovation, and bringing about change. Organizations totally devoid of
conflict would become apathetic, stagnant, and unresponsive to change. Conflict should not,
therefore, be simply judgmental and evaluated as “good" or "bad," but instead should be
evaluated from a broader perspective, which takes into consideration the individual and the
organization. Resolutions that reflect the mutual interests of the disputants, or interests-based
methods, are likely to result in fewer formal grievances, improved morale, and more effective
use of human resources.

But when one hears the word `conflict', it usually brings to mind unpleasant situations or
memories. Why does this happen? Generally this happens when a person's behaviour
interferes with or threatens another person. We all are aware of the fact that all individuals
are different in many aspects such as: like, dislikes values, behaviour, personality, habits, etc.
So difference of opinion is sought to happen at some point in life.

Definition:

"Conflict is an expressed struggle between at-least two interdependent parties who

perceive incompatible goals, scarce rewards, and interference from the other party in
achieving their goals."

2. Causes of a Conflicts:

The main step towards resolving a conflict is to first look into the causes of conflict.
Conflicts are caused due to many reasons such as:

* Organizational change and structure

 * Competition for resources

* Incompatible task goals

* Status struggles or threat

* Communication barrier

* Incompatible personality

* Social / psychological factors like frustration

* Role conflict and ambiguity

* Contrasting perception

* Interpersonal conflict

- Personal difference or clashes

- Information deficiency

- Role incompatibility

- Environmental stress

Difference of opinion arises in any organisation or groups where more than two people are
involved. They arise due to different likes, dislikes, values, skills, knowledge, etc. Managing
such differences become important as without which, it becomes difficult to progress and
survive.

3. Importance of Conflict Resolution:

* Increases cooperation and team work

* Initiates trust among people

* Increases motivation level

* Save time and energy

* Reduces stress and anxiety

 * Positively affects performance and productivity

* Helps in gaining information and clarification

* Emergence of feeling of victory

4. Languages of Conflict Resolution:

Understanding communication skills is essential in handling conflict situation /

behaviour. To manage conflict productively, one needs to communicate properly.

4.1 There are certain oral strategies that support communication climate / process:

* Descriptive Speech

Descriptive speed is that which tends to arise a minimum of uncertainty. One is required to
admit to his/her own assertions. That is one needs to admit and acknowledge his own ideas.
One is also required to state the issues clearly and specifically. One needs to select right kind
of words rather than slogans and stereotype sentences. One needs to avoid threatening
statements, joking, sarcasm and hostile questioning.

* Problem Orientation

The main aim of communication is to persuade or to enable another individual to share ones
perceptions and views rather than communicate to change the other person's views. For this
one needs to identify the problem/issue, propose solution and assess the solutions. One needs
to negotiate to resolve the problems and the conflict at hand.

* Spontaneity

An essential factor in managing conflict is the level of confidence in individuals or trust in

one another's assertions. Supportive environment can be created when communication is
open and spontaneous. For this, one needs to avoid negative criticism generate viable
solutions, combine & integrate proposals along with appraising proposals.
* Empathy

Empathy means, "To feel with" another person's ideas and desires. One requires
understanding other person's perception by putting himself in his position/situation. This
doesn't require evaluation of the other person. For this, one can utilize open, closed and
leading questions when required. Paraphrasing from time to time also helps.

* Equality

Communication tends to remain unbalanced and unproductive if individuals do not have

equal access to communication exchange. Efforts are required to equalize the power between
parties. This can be done by encouraging participation, respecting other person's ideas &
experiences, confirming other person's assertion. Judging and making personal attacks can
damage the situation.

4.3 There are certain non-verbal strategies that support communication

Environment:

* Appearance

This covers artefacts’ (items of personal appearance over which one has control) and physical
traits (looks, weight, height, etc.) Positive body language, gestures, eye contact & movement,
and facial expression, are part of appearance.

* Paralanguage

It is group of vocal elements that accompany verbal message. For this one needs to apply
pauses and silence, when necessary / required.

Resolving conflict help in many ways ranging from reducing stress to increasing motivation
among people and within groups. Communication skills along with the use of language,
appearance and empathy play an important role in managing conflict.
5. Techniques for Conflict Resolution:

To resolve the conflict, one needs to first analyse the dynamics of individuals
interacting with one another. One way to analyse the confrontation to others is
through the response categories such as:-
 A Comparison of Five Conflict- Resolution Approach

APPROACH OBJECTIVE YOUR POSTURE SUPPORT LIKELY

RATIONALE OUTCOME

I. Forcing Get your way. “I know what’s right. It is better to risk causing You feel vindicated,
Don’t question my a few hard feelings than but other party feels
judgement or authority.” to abandon an issue you defeated and
are committed to. possibly humiliated.

II. Avoiding Avoid having to “I’m neutral on that Disagreements are Interpersonal
deal with issue.” “Let me think inherently bad because problems don’t get
conflict. about it.” “That’s someone they create tension. resolved, causing
else’s problem.” long term frustration
manifested in a
variety of ways.

III. Compromising Reach an “Let’s search for a Prolonged conflicts Participants become
agreement solution we can both live distract people from their conditioned to seek
quickly. with so we can get on with work and engender bitter expedient, rather
our work.” feelings. than effective
solutions.

IV. Don’t upset the “How can I help you feel Maintaining harmonious Other person is likely
Accommodating other person. good about this relationships should be to take advantage of
encounter?” “My position our top priority. you.
isn’t so important that it is
work risking bad feelings
between us.”

V. Collaborating Solve the “This is my position, what The positions of both The problem is most
problem is yours?” “I’m committed parties are equally likely to be resolved.
together. to finding the best possible important (though not Also, both parties are
solution.” “What do the necessarily equally committed to the
facts suggest?” valid). Equal emphasis solution and satisfied
should be placed on the that they have been
quality of the outcome treated fairly.
and the fairness of the
decision-making process.
There are certain skills that help in resolving a conflict. They are:

 Skill to initiate discussion - choose the issue(s) you want to address and be specific.
 Skill to communicate - choose language that is concise, avoiding vague/general
terms.
 Skill to effectively listen.
 Skill to recognize the need and ability to make personal changes - be clear about what
you want to change and follow through.
 Skill to learn and use what you have learned.
 Skill to seek out resources as necessary.

The best approach to resolving the conflict is to work together and come up with a joint
solution that satisfies both the parties - Collaborating Approach.

SUPPLEMENTARY READING

1. The Role of Conflict in Today’s Organizations

Traditionally, the approach to organizational conflict was very simple and optimistic. It was
based on the following assumptions:

1. Conflict is by definition avoidable.

2. Conflict is caused by troublemakers, boat rockers, and prima donnas.
3. Legalistic forms of authority such as “going through channels” or “sticking to the
book” are emphasized.
4. Scapegoats are accepted as inevitable.

Some of the new assumptions about conflict are as follows:

1. Conflict is inevitable.
2. Conflict is determined by structural factors such as the physical shape of a building,
the design of a career structure, or the nature of a class system.
3. Conflict is integral to the nature of change.
4. A minimal level of conflict is optimal.
2. Guidelines for Resolving Conflict

Problem-Oriented Procedures:

* Identify specific reasons for the conflict.

* Identify shared objectives and values.

* Encourage disclosure of real needs and preferences.

* Consider a range of acceptable solutions.

* Try to identify additional benefits.

* Avoid resolving issues separately.

* Check to ensure mutual commitment to an agreement.

Relations-Oriented Procedures:

* Express concern for improving relations.

* Remain impartial and show acceptance toward both parties.

* Discourage non-productive behaviour.

* Explore how the parties perceive each other.

* Ask each party to suggest ways to change.

* Schedule a follow-up meeting to check on progress.

3. Some of the facts about conflict are:

 Conflict is inevitable;
 Conflict develops because we are dealing with people's lives, jobs, children, pride,
Self-concept, ego and sense of mission or purpose;

 Early indicators of conflict can be recognized;

 There are strategies for resolution that are available and DO work;
 Although inevitable, conflict can be minimized, diverted and/or resolved.
Some of the indicators of conflict are:

 Body language
 Disagreements, regardless of issue
 Withholding bad news
 Surprises
 Strong public statements
 Airing disagreements through media
 Conflicts in value system
 Desire for power
 Increasing lack of respect
 Open disagreement
 Lack of candor on budget problems or other sensitive issues
 Lack of clear goals

It is found that conflict is destructive when it:

 Takes attention away from other important activities

 Undermines morale or self-concept
 Polarizes people and groups, reducing cooperation
 Increases or sharpens difference
 Leads to irresponsible and harmful behaviour, such as fighting, name-calling

It is found that conflict is constructive when it:

 Results in clarification of important problems and issues

 Results in solutions to problems
 Involves people in resolving issues important to them
 Causes authentic communication
 Helps release emotion, anxiety, and stress
 Builds cooperation among people through learning more about each other; joining in
resolving the conflict
 Helps individuals develop understanding and skills
4. One study identified three major steps that help in resolving the conflict.

1. Framework for conflict resolution

 Win/win - focussing on mutual gain, tackling the issue on the basis of

acknowledging differences in needs and attitudes
 Creative response - regarding conflict as an opportunity for learning and positive
change
 Empathy - recognising the motivation behind the behaviour of others, 'putting
yourself in their shoes
 Appropriate assertiveness - stating views clearly and neutrally, not backing other
people into a corner
 Cooperative power - recognising the difference between power over someone else
and power with someone else, treating each party as an equal
 Managing emotions - recognising and dealing with personal anger and frustration
 Willingness to resolve - recognising personal issue clouding the picture, making
resolution the goal, not being 'right'
 Mapping the conflict - identifying the underlying needs, fears, values, objectives
and visions of participants
 Developing options - moving on to alternative solutions, thinking laterally and
constructively
 Negotiating skills - working together towards a solution
 Broadening perspectives - recognising the validity of other views, seeing the
problem in its broader context
 Mediation - using a third party to mediate.

2. Analysing conflict

Overcoming conflict and disagreement requires attention to the basis of disagreement and the
process of decision making. Some key questions are:
  Can a common definition of the problem be agreed? How can the conflict be
characterised - is it due to different interests, strongly held values or perceived
differences that do not really exist?
 What are the reasons for the disagreement? Are they understood? Why are they
important?
 Have positions been taken? Are they movable? Is there information that could be
provided that would prompt participants to reconsider their position?
 Has the proposal been fully discussed? Are there options that would resolve the
problem?
 Do the parties want to work towards a solution? Are there options that would
resolve the
 problem?
 Do the parties want to work towards a solution? Are the issues negotiable? Are the
parties agreeable to negotiation or a dispute resolution mechanism? What are the
chances for success?
 Are there external obstacles to be overcome?
 Can the decision be delayed to allow for further discussion? What are the
constraints on the decision making process?

3. Responding to conflict effectively

What are the most effective ways to respond to conflict?

Some strategies are:

Bring hidden conflicts out into the open

Disagree with ideas not people

Share responsibility for conflict

Focus on the most important issues in the conflict

Don't polarise conflicting positions

Don't take sides too quickly

Don't make commitments that can't be kept

 Respect tentative or sensitive data

Don't withhold information for tactical advantage

Allow for breaks in the process to assist rethinking

Questionnaire as part of data collection: Annexure I (Team Rating assessment) 1=

Never, 2= Seldom, 3=Sometimes, 4= Usually, 5=Always
Sr Header
1 Clear Goals
2 Informality
3 Participation
4 Listening
5 Disagreement
6 Consensus
7 Open
Communication
8 Clear roles
9 Shared Leadership
10 Self-assessment
Team Index:
Current Rating Proposed Rating to achieve
in FY 2019-20 after
managing team
4 5
3 4
4 4
4 4
2 3
4 4
3 4
4 4
4 4
2 4
34/10 40/10
=3.4 average =4.0 above average

Annexure II: Current evaluation of Cohesion factor:

Sr. Cohesiveness factors: Current Rating of team: Target FY 2019-

On the scale of 1-5 20
1 Strength of bond between members. 3 4
2 Sense of Unity 4 4
3 Feeling of attraction for group 3 4
4 Degree to which members coordinate 4 4
5 Belongingness and connect 3 4
Total cohesiveness factor rating: 17/25 20/25

Annexure III: Team dysfunctional behaviors:

Sr. Dysfunctional behaviors
1 Poor listening / communication
skills
2 Egocentric behavior
3 Non-participation
4 Interruptions
5 Sidetracked
6 Negative leader behavior
7 Attitudes and emotions
Rating of current team: Target FY 2019-20
3 4
3 4
3 4
3 4
3 4
3 4
3 4
21/35 28/35

Annexure 4: List of the other norms in your organization regarding:

SR. NORMS SCALE 1 TO 10; 1 LOW &

10
1 Dress code and formal attire. 8
2 Time for coming to work & going home 7
3 Taking leave 7
4 Talking to superiors 9
5 Attendance in, and conduct during, meetings 8
6 Communicating with subordinates 5
7 Dealing with new recruits 5

SUBMITTED TO: SUBMITTED BY:

Co-ordinator Mrs. Deepti Kalra (Asst. Professor)
HRDC Govt. College, Tigaon, Faridabad
Jamia Millia Islamia Mobile: 9811528563
New Delhi