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CONFLICT MANAGEMENT

Introduction Levels of conflict Views on conflict Types of conflict Methods to manage CONFLICT DECISION MAKING Tuesday, March 05,
2013 Amitabh Prakash, E.O. CBWE

INTRODUCTION

People belongs to different Background Point of View Values, Need Personalities When they interact tension are developed Dissension, Confusion, Hostility, Disunity, Harsh treatment, Lack of cooperation are common features. IT IS A PART OF LIFE
Tuesday, March 05, 2013 Amitabh Prakash, E.O. CBWE

DEFINITION OF CONFLICT

An active effort by individual or group for its own preferred interest at the cost of others. It is a process in which effort is purposely made by A to offset the effort of B by some form of blocking, that will result in frustrating B in attaining his / her goal. Conflict tends to obstruct cooperative action , create suspicion and distrust and decrease productivity.
Tuesday, March 05, 2013 Amitabh Prakash, E.O. CBWE

LEVELS OF CONFLICT
INTRA

PERSONAL CONFLICT INTER PERSONAL CONFLICT INTER GROUP CONFLICT INTER GROUP CONFLICT

Tuesday, March 05, 2013

Amitabh Prakash, E.O. CBWE

VIEWS ON CONFLICT

TRADITIONAL VIEW- Conflict is harmful & need to be suppressed and avoided. MODERN VIEW- It is a natural occurrence. Conflict should be encouraged, It is necessary for harmonious, peaceful, cooperative atmosphere leading to TEAM WORK
Tuesday, March 05, 2013

Amitabh Prakash, E.O. CBWE

VIEWS.

FUNCTIONAL CONFLICT Conflict


that support the goals of the group and improve the performance are functional or Constructive form of conflict. It is Creatively managed conflict that shakes people out of their mental ruts and give them new points of view.
Tuesday, March 05, 2013

Amitabh Prakash, E.O. CBWE

VIEWS.
DYSFUNCTIONAL CONFLICT It is a conflict that hinders group performance due to poor communication, lack of openness & trust between people,failure to be responsive to the needs & aspirations of the others.

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Tuesday, March 05, 2013 Amitabh Prakash, E.O. CBWE

INTRA PERSONAL CONFLICT

FRUSTRATION
GOAL

CONFLICT ROLE CONFLICT


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FRUSTRATION

The obstacle that hinders a person in attaining a goal is a source of a frustration. It is caused by Environmental Factors Personal inadequacies Conflict frustration

Tuesday, March 05, 2013

Amitabh Prakash, E.O. CBWE

GOAL CONFLICT

Conflict related to GOALS Three Types APPROACH- APPROACH CONFLICT APPROACH AVOIDANCE CONFLICT AVOIDANCE- AVOIDANCE CONFLICT

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ROLE CONFLICT

SOURSE OF ROLE CONFLICT Competitive Environment Differential Reward system Scarce Resource Role Ambiguity Cultural Differences
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Amitabh Prakash, E.O. CBWE

INTER- PERSONAL CONFLICT


JO-HARI WINDOW
Knows about others
Does not know about others

Knows About
Himself

OPEN SELF

HIDDEN SELF

Does not know about himself


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BLIND SELF

UNDISCOVERED SELF
Amitabh Prakash, E.O. CBWE

Tuesday, March 05, 2013

AWARENESS

AWARENESS

. The Open Self. The open quadrant refers to the behaviours, feelings and motivations of an individual which are known to self and also known to others in any specific organisational setting. Some individuals. are straight forward, open and sharing.
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Amitabh Prakash, E.O. CBWE

He himself is very clear about what he is doing, what he is feeling and what his motivations are. Similarly others are also very clear about his actions, feelings and motivations. In such type of interpersonal relationship, chances of conflict, if any, will be very little.
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2. The Blind Self. The blind self quadrant is unknown to self but known to others. Other people know' what is happening to a person, but he himself is unaware of it. Very often such blind behaviour is copied by individuals from certain significant people unconsciously right since the childhood.
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Since such a behaviour is copied unconsciously, people may not be aware of it.

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Another reason for this unawareness is that other people are not willing to be open and do not give relevant feed back to the person concerned. Even if there is a verbal or non-verbal response in the system, the individual may not be in a position to perceive it. There are chances of interpersonal conflict in this situation. Tuesday, March 05,
2013 Amitabh Prakash, E.O. CBWE

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JONGEWARD AND SEYER observe that, "Subtle bars to our personal effectiveness are often our blind quadrant. We may speak in a certain way with a tone of voice, a look on our face-a gesture-that we are blind to, but other people are acutely aware of it. In fact, our manner can affect how they perceive us and they believe thay can interact with us." Tuesday, March 05,
2013 Amitabh Prakash, E.O. CBWE

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3. The Hidden Self. The hidden self is the quadrant which is known to self but not known to others. This is a very private and personal window because only the person concerned knows what is happening. The individual is aware about the hidden self but does not want to share it with others. Tuesday, March 05,
2013 Amitabh Prakash, E.O. CBWE

People learn to hide their feelings and ideas right from the childhood. Other people in the system are unable to percieve the verbal and non-verbal behaviour of the person in quadrant. Like blind -self, chances of interpersonal conflict are there is this situation.
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Amitabh Prakash, E.O. CBWE

4. The Unknown Self. This quadrant is unkown to self and unknown to others. The unknown self is mysterious in nature. Sometimes feelings and motivation go so deep that no one including the person concerned knows about them. In Freudian Psychology, this world be called the subconscious or unconscious.
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Many times only a small portion of motivation is clearly visible or conscious to oneself. People experience unknown parts of life in dreams or deep rooted fears or compulsions. In such situations, there is much misunderstanding and interpersonal conflict is almost sure to result. Tuesday, March 05,
2013 Amitabh Prakash, E.O. CBWE

The awareness about self keeps on changing continuously. As the awareness changes, the quadrant to which the psychological state is assigned also changes.

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Tuesday, March 05, 2013

Amitabh Prakash, E.O. CBWE

CONFLICT RESOLUTION PROCESSBASIC ASSUMPTIONS

Every individual is unique Every individuals has the inborn potentiality to resolve conflict. An Attitude of patience must be maintained Difference of opinions are healthy & beneficial Certain amount of confidentiality must be maintained Anger & Conflict must be accepted. WIN-WIN Approach must be adopted
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CONFLICT- RESOLUTION MECHANISM


Define the Problem Collects facts & Opinions Consider all solutions proposed Define the expected result Select the solution Implement the solution.
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Amitabh Prakash, E.O. CBWE

STRATEGIESA s s e r t i v e n e s s

COMPETITION *

COLLABORATION *

COMPROMISE * AVOIDANCE *
ACCOMODATION *

COOPERATIVENESS
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Tuesday, March 05, 2013 Amitabh Prakash, E.O. CBWE

COMPETITION

When quick decision is vital On important issues where unpopular actions need implementations On issues vital to the organizations welfare & when you know you are right. Against people who take advantage of non- cooperative behaviour.
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COLLABORATION

When your objective is to learn Find an integrative solution when both sets of concerns are too important to be compromised.

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Tuesday, March 05, 2013

Amitabh Prakash, E.O. CBWE

AVOIDANCE

When a issue is trivial To let people cool down and regain perspective. When others can resolve the conflict more effectively.

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Tuesday, March 05, 2013

Amitabh Prakash, E.O. CBWE

ACCOMODATION

When issues are more important to others than yourself to satisfy others. To minimized loss when you are outmatched. When harmony & stability are especially important

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Tuesday, March 05, 2013

Amitabh Prakash, E.O. CBWE

COMPROMISE

To achieve TEMPORARY settlements to complex issues. When opponents with equal power are committed to mutually exclusive goals To arrive at expedient solutions under time pressure.

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Tuesday, March 05, 2013

Amitabh Prakash, E.O. CBWE

DECISION MAKING

TYPES OF DECISION MAKERES MAKING OBJECTIVITY IN DECISION ACID TEST OF DECISION MAKING STEPS IN MAKING GROUP DECISION

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Tuesday, March 05, 2013

Amitabh Prakash, E.O. CBWE

TYPES OF DECISION MAKERS

COMMANDERS
They are by nature IMPATIENT and whose eagerness leads them to jump into quick decision.
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Tuesday, March 05, 2013 Amitabh Prakash, E.O. CBWE

TYPES OF DECISION MAKERS


CONVINCERS

They are the persuaderpromoters types. They tend to act on their emotions, deciding quickly on whatever feels good.
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Tuesday, March 05, 2013 Amitabh Prakash, E.O. CBWE

TYPES OF DECISION MAKERS


CARERS

They decide on the basis of their feelings but are concerned with others. Since they dont want to hurt or disturb others, they take long time to take decision
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Tuesday, March 05, 2013 Amitabh Prakash, E.O. CBWE

TYPES OF DECISION MAKERS


CALCULATORS

They are perfectionists. They want all the information before making decision.
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Tuesday, March 05, 2013 Amitabh Prakash, E.O. CBWE

MAKING OBJECTIVITY IN DM

Realize that you may be experiencing stress Beware of heavy emotional leaning Are you motivated by a hidden agenda ? Self deception of wishful thinking can cause erroneous judgments. Dont make decisions based on assumptions about what everybody knows. Dont lose sight of the big picture Seek as much good, objective advise as you can.
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ACID TEST OF DM

Find a devils advocate. Pretend you are an outsider. Investigate your information. Ask yourself, How comfortable am I in explaining my decision to someone else. Check that you are not vacillating.

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Tuesday, March 05, 2013

Amitabh Prakash, E.O. CBWE

GROUP DECISION

Define the issue. Gather the alternatives. Assign advocacy subgroups. Challenge and criticize. Reverse perspectives. Reach a consensus
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Amitabh Prakash, E.O. CBWE