13 conflict management in organization

7/29/2019 13 Conflict Management in Organization

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P R E P A R E D B Y : C H R I S T I N E M .P L A C I D O

CONFLICT

MANAGEMENT

INORGANIZATION


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CONFLICT

State of unresolved differenceswithin an individual, betweenindividuals, an individual and agroup, or two or more groups.

Process resulting in the perceptionsof the two parties that they areworking in opposition to each otherin ways that result in feeling ofdiscomfort and/or animosity


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TYPES OF CONFLICT

Intrapersonalconflict

Interpersonalconflict

Intergroupconflict


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SOURCES OF CONFLICT

Competition forscarce resources

Inherent conflict

Line-staffrelationships

Differences in

goals and valuesOrganizational

ambiguities


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FUNCTIONS OF CONFLICT

Conflict establishes identity

Serves as a safety valve to hold the grouptogether

Increases group cohesion Tests the strength of individuals and groups

Spurs needed change

Mobilizes energy Causes competition to improve performance

Enhance communication

Ends non-productive associations


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DEALING WITH CONFLICT

1. Denial/Avoid/Withdraw Leave WellEnough Alone

2. Competition/Power Might MakesRight

3. Accommodation Kill Your EnemiesWith Kindness

4. Compromise/ Negotiation Split The

Difference5. Collaboration/Integration/Consensus

Two Heads Are Better Than One


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SOME SUGGESTIONS ON HOW TO FIXTHE CONFLICT:

L.I.S.T.E.N.: L Look. Watch the other persons body language and

maintain eye contact.

I Involve. Stay active in the dialogue and make sure thatevery exchange is clear for both parties. S Steady. Avoid being nervous and keep control of your

emotions. T Translate. Interpret the meaning of peoples remarks.

Put yourself in their shoes. E Excursions. Avoid mental excursions; stay tuned to

what the other person is saying. N Needs. Thats what its all about. Give people what they

need.


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MANAGING CONFLICT

Liaison Roles a manager in a Liaison Rolecoordinates activities acting as a commonpoint of contact. This individual may not

have any formal authority over the groupsbut instead simply facilitates the flow ofinformation between parties.

Tasks forces drawing one representative

from each group.


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USING INTERPERSONAL TECHNIQUE

Team Building spending time together indemanding situations and having to rely oneach other , to accomplish their goals, team

members will develop improved workingrelationship.

Individual Differences the key tosuccessful negotiation is selecting the right

person to do the negotiating. One who hadthe appropriate demographiccharacteristics or personality


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Situational Characteristics context in which the negotiationtakes place

Game Theoryrequires everyalternative and outcome beanalyzed with probabilities andnumerical outcome reflecting thepreferences for each outcome.

13 conflict management in organization

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