CONFLICT MANAGEMENT

Contents
⚫ What is conflict ?
⚫ Views of conflict
⚫ Conflict management
⚫ Levels of conflict
⚫ Johari Window
⚫ Conflict Management Styles
⚫ Conflict Management Techniques
⚫ A-E-I-O-U Model of Conflict Management
⚫ Survey Report
⚫ Conclusion
 So what is a Conflict ?
⚫It is a process that begins when one party
perceives that another party has negatively
affected or is about to negatively affect
something that the first party cares about
 Views of Conflict
⚫Traditional View : The belief that all conflicts are
harmful and must be avoided.
⚫Human relations View: The belief that conflict
is a natural and inevitable outcome in any group.
⚫Integrationist View : The belief that conflict is
not only a positive force in group but that is
absolutely necessary for a group to perform
effectively.
Why Conflict Management ?
⚫Conflict a part of everyday life.
⚫Conflict is UNAVOIDABLE.
⚫If not resolved, resentments and roadblocks
occur
⚫Blame evolution (survival)
⚫You want a job eventually, don’t you?
What is conflict management ?
⚫It is defined as the opportunity to improve
situations and strengthen relationships.
 Levels of Conflict
⚫Conflict can occur at three levels namely:
⚫Individual level– intra individual conflict
⚫Interpersonal level – interpersonal conflict
⚫ Group or organisational level
 Intra individual conflict
Within every individual there are usually
⚫ A number of competing needs and roles
⚫ A variety of ways that drives and roles can be
expressed
⚫ Many types of barriers that can occur between the
drive and the goal
⚫Both negative and positive aspects attached to desired
goals
Causes of Intra Individual conflict
⚫Conflict due to frustration
⚫ Goal Conflict
⚫ Role Conflict – may be conflict
between personality of the person and
the expectations of the role
 Interpersonal Conflicts
⚫ Sources of Interpersonal Conflicts :
⚫ Personal differences

⚫ Information deficiency
⚫ Environmental stress
Analyzing Interpersonal conflicts
⚫The Johari Window (Joseph Luft and Harry
Ingham)
 Importance of Johari Window
⚫Points out possible interpersonal styles
⚫ Can be used to sort out possible
interpersonal conflict situations
⚫E.g for hidden self –can increase trust
through disclosure but it must be worth the
cost
⚫ To decrease blind self – look for feedback
from the other persons.
How to deal with interpersonal
conflicts
⚫Model the attitudes and behaviours you want
your employees to emulate
⚫ Identify the source of conflict, structural or
interpersonal
⚫ Focus on tasks, not personalities
⚫Address the conflict in a timely way
⚫ Learn from conflict
 Intergroup conflict
⚫Competition for resources
⚫Task interdependence
⚫ Jurisdictional ambiguity
⚫ Status struggle
 Methods to deal with conflicts
⚫Competition (win-lose situation)
⚫Accommodation (win-win
situation)
⚫Avoidance (lose-lose situation)
⚫Compromise (lose-lose situation)
⚫Collaboration (win-win situation)

S.M.Israr
Conflict Management Styles

EXHIBIT 14-2
 Which Conflict Style Is Best?
⚫Use avoidance ⚫Use compromise
⚫ When an issue is not ⚫ When goals are
important. important but not worth
⚫ To temporarily delay, allow the effort.
emotions to cool.
⚫Use accommodation ⚫Use collaboration
⚫ When you find you ⚫ When concerns are too
are wrong.
important to be
⚫ As a favor, build relationship.
compromised.
⚫Use competition
⚫ When we don’t trust
opponent.
Conflict Management Techniques
⚫Focus on compromising, collaborating styles.
⚫Use communication skills.
⚫Use problem solving/ decision-making skills.
⚫ Appointing a devil’s advocate.
⚫ Restructuring the organization.
⚫ Expansion of resources.
⚫ Altering human variables.
⚫ Bringing in outsiders.
 A-E-I-O-U Model of Conflict
management
Ever have a conflict with someone and not know
where to begin with addressing the situation? No
one likes confrotation,but when it is necessary,there
are a few basic tools out there that can make all the
differencebetween a succesful outcome and a
frustating one.
One model of effective communication that I like is
whats’s known as A-E-I-O-U(Wisinki,1993).This
model works with any level of conflict with in the
organization.
A- Acknowledge: (Positive intention) Assume
the other person means well.Identify his/her
positive intention and state it to the other
person.Announce this as you begin facilitating
the problem-solving
E – Express: (What I see) Affirm the positive
intention you’ve identified and express your own
specific concern. “I feel/think”… If you’re mediating,
invite each disputant to take a few minutes to clarify
their specific worries and problems.
I – Identify: (I propose) Clearly define your
objectives and recommendations. What’s the
outcome each party wants to achieve? Nondefensively
propose the changes you would like to
see occur. Saying, “I would like,” as opposed to, “I
want,” will avoid inciting a defensive reaction.
Here’s where compromise may occur naturally.
O – Outcome: (Outline the benefits of the outcome)
What’s in it for them if they agree to accommodate?
People respond much more positively when they can buy
into the reason for changing their actions or behavior.
What are the features or advantages? Don’t forget one of
the most powerful motivators is simply recognition:
“Thanks, I appreciate your flexibility with this issue.” “I owe
you one.”- goes a long way toward harmony
⚫U – Understanding: (Ask for feedback on what has
been
⚫ proposed) Get agreement on a specific action step – or
develop
⚫ alternatives. Asking, “Could we agree to try this for a while
and
⚫ see if it works out for both of us?” gives the other person
the
⚫ option to accept your proposal.
Survey Report
 Conclusion
Search for WIN -WIN solution
Win-win negotiation can enable both parties in a
discussion to feel that they have made a satisfactory
deal, and that neither is the "loser."

"Principled negotation" is a common win-win strategy,

devised by Roger Fisher and William Ury, that can help
you to negotiate an agreement in a civil way. The
technique consists of five stages, or principles:

1. Separate the people from the problem.

2. Focus on interests, not positions.

3. Invent options for mutual gain.

4. Use objective criteria.

5. Know your BATNA (Best Alternative To a Negotiated

Agreement).
 Results of Win-Win Solutions
• More creative in Thinking up solutions
• Take more responsibility for helping everyone
have needs met
• Feeling of mutual respect
• Love grows deeper with every conflict resolved.
THANK YOU