CONFLICT S AND POWER ISSUES

Conflict - - - Power

One of the most significant challenges that leaders at every level in an organization face is the management of conflict

Conflict

is present where there is an incompatibility of goals arising from opposing behaviours at the individual, group or organisation level.

EXAMPLE
When

Mr. X and other senior prefects at my school were put in charge of raising money and organising our A-level end of year program. The main area of conflicts are :
some

people wanted to have a DJ some wanted a free drinks some people wanted to get some sort of entertainer

Eventually the small area of conflict grew until people with in the affected groups refused to talk to each other and raise anymore funds for the program. To overcome this problem : People attending the program could vote on what they wanted, making it fair. This resolved the conflict within the group

Various causes & levels of conflicts

Depending

on the causes following are various levels of conflicts:

1. Intra-individual conflict:
Generally the conflicts within an individual.

Arises from frustration as numerous roles are to be performed by an individual which require equal attention.

2. Inter-individual conflict:
Between two individuals. Arises due to difference in perceptions, personalities,etc.

3. Intra-group conflict: Between some or all members of the group. Mostly seen in family run business.

4. Inter-group conflict: Between two groups, highly frequent and visible. Reasons can be : Task interdependence, Task ambiguity, Competition for limited resources, etc.

Types of Conflict
Emotional Conflict
Results from Feelings of anger,distruct,dislike,fear & resentment, as well as relationship problems.

Functional Conflict
Stimulates us toward greater work efforts, more creativity in problem solving & even to cooperate more with others

Dysfunctional Conflict
Is destructive & hurts task performance.

Conflict Management

Is Conflict needed
Advantages :

Helps to raise & address problems. Energizes work to be on the most appropriate issues. Helps people be real for example, it motivates them to participate. Helps people learn how to recognize & benefit from their differences. Improves Communication
Conflict Management 9

Disadvantages

Lost work time & productivity Lost employees / high turnover Damage to organization reputation Theft , damage, etc. Lowered job motivation Health costs due to Stress Legal costs due to litigation

Conflict Management

10

A Conflict Resolution Process

Recognize

when a particular style can be used effectively & making sure that people understand that different styles which suit different situations. point for dealing with conflict is to identify the overriding conflict style employed by yourself, your team or your organization. Then suitably using the process to resolve the conflict:

A starting

Step 1:Set the Scene

Make

sure that people understand that the conflict may be a mutual problem, which may be best resolved through discussion & negotiation rather than through raw aggression.

If

we are involved in the conflict, emphasizing the fact that you are presenting your perception of the problem. Use active listening skills to ensure you hear and understand other's positions and perceptions.

Step 2:Gather Information

Try

to understand his or her motivations and goals, and see how your actions may be affecting these. Listen with empathy and see the conflict from the other person's point of view. Identify issues clearly and concisely. Use "I" statements. Remain flexible. Clarify feelings.

Step 3: Agree the Problem

Often

different underlying needs, interests and goals can cause people to perceive problems very differently. need to agree the problems that you are trying to solve before you'll find a mutually acceptable solution.

We

Step 4: Brainstorm Possible Solutions

Everyone is going to feel satisfied with the resolution, it will help if everyone has had fair input in generating solutions.

Brainstorm possible solutions, and be open to all ideas, including ones you never considered before

Step 5: Negotiate a Solution

By this stage, the conflict may be resolved. Both sides may better understand the position of the other, and a mutually satisfactory solution may be clear to all. are three guiding principles here: Be Calm Be Patient, Have Respect.

There

Case Study On Conflict and Power Issues

Shirley and Abdul both work for a software development company. The manager of the new product division was originally the leader of the project team for which she interviewed and hired Abdul. Shirley, another project team member, also interviewed Abdul, but strongly opposed hiring him for the project because she thought he was not competent to do the job. Seven months after Abdul was hired, the manager left the project to start her own company and recommended that Abdul and Shirley serve as joint project leaders.

Shirley agreed reluctantly with the stipulation that it be made clear she was not working for Abdul. The General Manager consented; Shirley and Abdul were to share the project leadership.
Within a month Shirley was angry because Abdul was representing himself to others as the leader of the entire project and giving the impression that Shirley was working for him. Now Shirley and Abdul are meeting with you to see if you can resolve the conflict between them.

Shirley says: "Right after the joint leadership arrangement was reached with the General Manager, Abdul called a meeting of the project team without even consulting me about the time or content. He just told me when it was being held and said I should be there. At the meeting, Abdul reviewed everyone's duties line by line, including mine, treating me as just another team member working for him. He sends out letters and signs himself as project director, which obviously implies to others that I am working for him."

Abdul says: "Shirley is all hung up with feelings of power and titles. Just because I sign myself as project director doesn't mean she is working for me. I don't see anything to get excited about. What difference does it make? She is too sensitive about everything. I call a meeting and right away she thinks I'm trying to run everything.

Questions
1.Suppose You are the general manager how will you resolve this issue? 2. You are Shirley, what would you do if Abdul starts to boss you around eventhough you are both in the same position?

3. In case Abdul is right and Shirley is overreacting how will you respond?

Solution:

As a general manager it will be best to sit with them together and mediate the issue. It should be made clear that Abdul cannot call meetings without consulting Shirley, also it should be announce clearly to the whole project team that Abdul and Shirley are both Project Directors.