CONFLICT MANAGEMENT IN

ORGANIZATIONS

GROUP MEMBERS
 PREETI SINGH
 PRIYANKA MITTAL
 QAMAR LUQMAN
 RAHUL BALACHANDRAN
 RAJEEV GOYAL
 RAJU SHARMA
 CONTENTS
 INTRODUCTION
 INTERVIEW
 HOW WE RESPOND TO CONFLICT
 CONFLICT MANAGEMENT STYLES
 CONFLICT RESOLUTION QUESTIONNAIRE
 DATA ANALYSIS
 LEARNINGS FROM THE SURVEY
 CONFLICT RESOLUTION ACTIVITES
 INTRODUCTION

 What Is Conflict??
  A disagreement through which the parties involved
perceive a threat to their needs, interests or
concerns.

 Conflict Resolution:
The process of ending a disagreement between two
or more people in a constructive fashion for all
parties involved.
 INTERVIEW
 How do you know that you are in a Conflicting Situation?
What are the signs or symptoms?
 Generally what are the situations that give rise to a conflict?
 What strategies do you adopt for resolving the conflict with
your peers & your supervisor?
 Do you usually get satisfied with the outcome?
 Do you think you are effective at handling conflicts or you
need to improve your style?
 An Example?
 How we Respond to Conflict
 Emotional responses: These are the feelings we experience in conflict,
ranging from anger and fear to despair and confusion. Emotional
responses are often misunderstood, as people tend to believe that
others feel the same as they do. Thus, differing emotional responses are
confusing and, at times, threatening. 

 Cognitive responses: These are our ideas and thoughts about a conflict,

often present as inner voices or internal observers in the midst of a
situation. Through sub-vocalization (i.e., self-talk), we come to
understand these cognitive responses. For example, we might think any
of the following things in response to another person taking a parking
spot just as we are ready to park:
"That jerk! Who does he think he is! What a sense of entitlement!“ or:
"What am I supposed to do? Now I'm going to be late for my meeting…
Should I say something to him? What if he gets mad at me?“ Such
differing cognitive responses contribute to emotional and behavioral
responses.
 How we Respond to Conflict
Physical responses: These responses can play an important
role in our ability to meet our needs in the conflict. They
include heightened stress, bodily tension, increased
perspiration, tunnel vision, shallow or accelerated breathing,
nausea, and rapid heartbeat. These responses are similar to
those we experience in high-anxiety situations
CONFLICT MANAGEMENT STYLES
 CONFLICT MANAGEMENT STYLE
 OWL Collaborating I win, you win

 Turtle Avoiding You bend, I bend

 Shark Competing I win, you lose

 Teddy Bear Accommodating I lose,

you win

 Fox Compromising You bend, I bend

CONFLICT RESOLUTION QUESTIONNAIRE
 Administered a Questionnaire to judge the conflict handling
skills of the employees of different organizations.

 The survey included employees working at different levels

in the organizations.

 From the survey the areas of improvement can be identified

and worked upon.

 A total of 17 people were surveyed for this purpose.

 DATA ANALYSIS

I feel that conflict is a negative experience. When dealing with a conflict I have a pre-
determined solution to the outcome.

6%
18% 18%

ALMOST NEVER 29% 18% ALMOST NEVER

OCASSIONALY OCASSIONALY
HALF THE TIME HALF THE TIME
USUALLY USUALLY
ALMOST ALWAYS ALMOST ALWAYS
24% 24%

18% 47%
 DATA ANALYSIS
In difficulkt conflicts, I would consider I strive for a complete and genuine resolution of
requesting a third party facilitator. a conflict rather than settling for a temporary
N agreement
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 DATA ANALYSIS
In a conflict, I try to distinguish between real needs
and desires.

18% 6% 12%

ALMOST NEVER
OCASSIONALY
18% HALF THE TIME
USUALLY
ALMOST ALWAYS

47%

I bring up old issues from the past during a new I am afraid to enter into confrontations.
conflict.
12%
18%
12% ALMOST NEVER
6% ALMOST NEVER
OCASSIONALY OCASSIONALY
12% 35% HALF THE TIME 12%
HALF THE TIME
USUALLY
USUALLY
ALMOST ALWAYS
ALMOST ALWAYS

41%
53%
 DATA ANALYSIS
I try to make people comfortable when
meeting with them about the conflict When I start to discuss a conflict with the
other party, I choose any opening statement
carefully to establish positive realistic
expectations.
10
9 9
8 8
7 7
6 6
5 5
4 4
3 3
2 2
1 1
0 0
 DATA ANALYSIS
Name of Name of Designation/ Total Improvement
Organization Employee profile Score(200) Areas
HCL Technologies Kshitij Bansal Software Engineer 144 V,D,M,X
Ltd

HCL Technologies Akanksha Bansal Software Engineer 125 V,F,D,M,X

Sobti Contracts Vikas Sharma Civil Engineer 148 V,P,M

Pratyaksh Surya Prakash Sr. Flash 138 D,M

Interactive Programmer
Econosoft Inc. Gaurav Sales and 139 V,O,M,X
Recruitment
Delixus India Eshita Sahay Survey 150 V,O,D,X
Software Pvt. Ltd. Programmer

Elevations and Pratyush Pathak Sales associate 142 V,D,X

Creations Real built
Pvt. Ltd
 DATA ANALYSIS
Name of Name of Employee Designation/ Total Improvement
Organization profile Score(200) Areas

EON Sameer Gogia Programmer 132 A, C, O, D M

Technologies Trainee
EON Tarun Arya Programmer 167 V
Technologies
Cargill India Shefali Singh Key A/C Mgr, Sales 140 O,D,X
Pvt. Ltd dept
Anil Modi Oil JB Singh Production 156 D,X
India Manager
ONGC S.R Gandhi DM in Finance 169 D
Mehsana,
Gujarat

Aquilawebs Ankit Sharma Director & Co- 134 C,F,O,D,M

founder
HDFC LTD Krishna Kumar : Operation Home 141 P,M,D,X
loan
 DATA ANALYSIS
Name of Name of Employee Designation/ Total Improvement
Organization profile Score(200) Areas

Path Infotech Harsh Software Engineer 152 C, X

Web Anu Arora Software 135 A,F,N,O,D,M

Commerce developer

HCL Nirmal Kasana Software Engineer 129 A,C,X

Technologies
 DATA ANALYSIS
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 LEARNING FROM THE SURVEY
V. VIEW CONFLICT AS NATURAL AND POSITIVE. View conflicts as
opportunities for growth - for you and the other person, and for
your relationship.
Address differences directly, realizing you are more likely to meet
both your concerns and the other's if you discuss issues openly

A. ATMOSPHERE. Start by establishing an effective atmosphere that

promotes partnership and problem-solving.
Meet with the other at a mutually satisfactory time, when you
both have plenty of time and are free from distractions.
Meet in an equally acceptable place that is tranquil and gives you
equal power, help the other feel comfortable and safe, affirming
the importance of the relationship.
 LEARNING FROM THE SURVEY
C. CLARIFY PERCEPTIONS.
Be clear with yourself and with the other how you feel and how you
perceive the problem Use "I - Statements" to tell the other how
you feel, rather than "You - Statements" that blame. Assert your
needs without attacking the other.

N. Note NEEDS, NOT WANTS.

Distinguish between real needs and secondary desires. Identify the
other's core goals you can support.

P. Produce Positive Partnership POWER.

Build "power with," shared power which enables lasting resolutions
and relations. Work as a team, realizing you need each other's
positive power to act effectively. 
 LEARNING FROM THE SURVEY
F. Focus on the FUTURE first, then learn from the past.
Focus on the current issue. Don't pick old wounds. Learn from the past; recall
good resolutions.

O. Open up OPTIONS for Mutual Gain.

Beware preconceived answers. Listen with an open mind to alternative options

D. Develop "DOABLES," Stepping-stones to Action.

Develop small steps that lead you closer to a mutually healthy decision on larger
issues. Do not rest with temporary fixes which are not sufficient to meet the long-
term problem

M. Make MUTUAL-BENEFIT Agreements.

E. EXTRA Considerations. Express anger constructively Seek a third party facilitator

when you and the other lack needed skills or when there seem to be intractable
differences.
 CONFLICT RESOLUTION ACTIVITIES
 Participants role play different conflict scenarios in teams of 3 or 4 
Outcome: Tests communication and conflict resolution skills and the
ability to observe and coach others. A test of values, empathetic
teamwork and resolution skills in an emotive environment that
challenges assumptions and prejudices (30 mins).
Example: Team members are the editorial team at the news desk of an
international newspaper. A sensational story is breaking and they are in
a position to have a worldwide exclusive, if they can agree on the story
angle to take in a minefield of conflicting values. 

 Participants demonstrate their behaviour in a conflict situation and are

provided with an alternative approach to improve resolution. 
Outcome: An effective means of communicating without losing rapport
or creating tension and conflict.
 REFERENCES
 http://www.ohrd.wisc.edu/onlinetraining/resolution/aboutw
hatisit.htm
 http://www.mindtools.com/pages/article/newLDR_81.htm

 http://www.youtube.com/watch?
v=f0ZFJEcdKKk&feature=related

 http://www.worldgames-online.com/store/product-
info.php?conflict-resolution-games-pid91.html
THANK YOU