Management in

Organizations
FACILITATOR
Tehrim Iqbal
tehrimiqbal@cuivehari.edu.pk
 What we know….

 Conflict is a naturally occurring phenomenon for

human beings

 People do not get involved in conflict situations

unless they have some stake in the relationship or
outcome or both
 What we know….

 One can never truly resolve conflict, one can only

manage conflict

 The costs of unmanaged conflict can be high, but

the gains from using differences creatively can also
be great

 Conflict can either be productive or destructive

Why & how do we get in
conflict situations?
 Why Conflict Arise?
People differ… so they:

 See things differently

 Want different things
 Have different thinking styles, which prompts them to disagree
 Are predisposed to disagree
 Have different personalities
 Have different status
 Have different goals
 Are influenced by fear, force, fairness or funds
 THE ISSUES
 The Facts: present situation, problems

 The Goals: how things ought to be, the future conditions sought

 The Methods: the best, the easiest, the quickest, the most ethical

 The Values: the beliefs about priorities that should be observed in

choosing goals & methods

 The History: what has gone on before

 Theories of Conflict
Traditional Theory
conflicts are caused by trouble-makers
conflicts are bad
conflicts should be avoided

Modern Theory
conflicts are expected between human beings
conflicts are often beneficial
conflicts are the natural result of change
conflicts can and should be managed
 Types of Conflict
 Differences in Style.
– People's style for a completing job can differ.
– e.g. one person may just want to get the work done quickly (task
oriented), while another is more concerned about having it done a
particular way e.g. artistic

 Differences in Background/Gender
– Conflicts can arise between people because of differences in
educational backgrounds, personal experiences, gender and political
preferences.

 Differences in Personality
– This type of conflict is often fueled by emotion and perceptions
about somebody else's motives and character.
– e.g. a team leader jumps on someone for being late because he
perceives the team member as being lazy. The team member sees the
team leader as being irrational.
 Types of Conflict

 Interdependence Conflicts
– A person's job depends on someone else's co-operation, output or
input.
– E.g., a sales-person is constantly late inputting the monthly sales
figures which causes the accountant to be late with her reports.

 Differences in Leadership
– Leaders have different styles. Employees who change from one
supervisor to another can become confused
– E.g.. one leader may be more open and delegates responsibility
while another may be more directive. For an employee, it becomes
a conflict situation.
Resolving Conflicts

1. Step One: Set the Scene

• Understand the situation rationally

2. Step Two: Gather Information

• Understand each others needs and concerns

3. Step Three: Agree to a Problem

• Define a mutual Problem

4. Step Four: Brainstorm Possible Solutions

• Think of all the possible solutions

5. Step Five: Negotiate a Solution

• Come to solution that is agreed by both the groups

If the situation remains a conflict, then consider seeking a

third party to mediate.
More Techniques…

1. Recognize conflict is a
process to be managed,
not avoided or eliminated.
2. Conflict is a problem to
be solved, not a battle to
be won.
3. Stay focused on the
problem or issue to be
solved.
More Techniques…

4. Ask Open-Ended Questions.

5. Listen Actively
6. Keep emotions in control.
7. Separate People from the
Problem.
8. Focus on Interests, Not
Positions.
9. Use Ground Rules
 Conflict Styles
R
E High Importance
L
A 3 5
T
I
O 4
N
S 1 2
H
I
P High
Low Importance Importance
GOALS
 Conflict Styles
R
E High Importance
L
A 3 5
T
I
O 4
N
S 1--Turtle 2
H
I
P High
Low Importance Importance
GOALS
 Turtle - Withdrawing

 Avoid conflict at all costs

 Give up their personal goals & relationships
 Believe it is hopeless to try to resolve conflict
 Feel helpless
 Easier to withdraw than face conflict
 Conflict Styles
R
E High Importance
L
A 3 5
T
I
O 4
N
S 1 2--Shark
H
I
P High
Low Importance Importance
GOALS
 Shark - Forcing
 Try to overpower opponents by forcing them to accept
their solutions
 Not concerned with needs of others
 Do not care about how others perceive them
 Believe in winning and losing
 Winning gives them a sense of pride
 Try to win by attacking, & threatening others
 Conflict Styles
R
E High Importance
L
A 3--Teddy Bear 5
T
I
O 4
N
S 1 2
H
I
P High
Low Importance Importance
GOALS
 Teddy Bear--Smoothing

 Relationships most important, goals of little

importance
 Want to be accepted and liked by other people
 Believe conflict should be avoided in favour of
harmony
 Fearful that conflict will hurt someone
 Conflict Styles
R
E High Importance
L
A 3 5
T
I
O 4--Fox
N
S 1 2
H
I
P High
Low Importance Importance
GOALS
 Fox--Compromising

 Moderately concerned with relationships

and goals
 Willing to sacrifice part of their goals and
relationships in order to find agreement for
the common good
 Conflict Styles
R
E High Importance
L
A 3 5--Owl
T
I
O 4
N
S 1 2
H
I
P High
Low Importance Importance
GOALS
 Owl--Collaborating
 Value goals and relationships
 View conflicts as problems to be solved
 See conflicts as improving relationships by
reducing tension
 Seek solutions that satisfy both parties
 Not satisfied until solution is found and
tension is reduced
Which style is better?
 Decide on a SMART
agreement

 S Specific
 M Mutually acceptable
 A Appropriate
 R Realistic
 T Time based
 In any business situation,
SOLVING THE PROBLEM IS THE
GOAL…NOT WINNING!
27
 Thank you
for your kind attention!

FACILITATOR
Tehrim Iqbal
tehrimiqbal@cuivehari.edu.pk