conflict management
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Confl ict Management
• Conflict is a necessary and healthy part of the life of all organizations.
• Conflict on the job usually represents the normal competitive urge present in most individuals.
• Conflict on the job is always the result of personality clashes.
About Confl ict
• Conflict is a primary source of stress on the job.
• One of the benefits of conflict on the job is that it sometimes produces useful change.
• Conflict arises when there is potential for one party to negatively impact another party:
Supervisor – subordinate relationshipsTeam membersCustomer interactionsOrganizational changeClash of Interest
About Confl ict
Communication problemsAmbiguityMixed messages
Verbalize one thing, yet your body language says another
Lack of OpennessGoal incompatibility
Sales department versus credit department
Dependence issues One group (accounting) dependent
upon another (MIS)
Why Confl ict
Personal factorsPersonality clashes
Type A versus Type B
Value systems National culture dimensions Different emphasis on quality or quantity Different perception and area of interest. Differences in Perspectives Seeking power Dissatisfaction with management style Weak leadership
Contd…
Body language Disagreements, regardless of issue
Withholding bad news
Surprises
Strong public statements
Airing disagreements through media
Conflicts in value system
Confl ict Indicators
Desire for power
Increasing lack of respect
Open disagreement
Lack of clear goals
No discussion of progress, failure relative to goals, failure to evaluate the superintendent fairly, thoroughly or at all.
Contd…
If a problem can be If a problem can be solved, no need to solved, no need to
worry about it.worry about it.
If a problem cannot be If a problem cannot be solved what is the use of solved what is the use of worrying?worrying?
Worry As Cause Of Confl ictWorry As Cause Of Confl ict
Worrying for situations which never happens. 40%Worrying for situations which has happened in the past 30%Worrying for situations which concerns others. 12%Worrying for illness which may be real or imaginary 10%Situations which needs attention, Competence and Opportunity to prove. we should not be worried but should be concerned.
8%
One can avoid conflict if we understand the above life situations.
We listen &Find Solutions
EGOSELF
Remain at Base LevelAccept Authority of Other
EGOOTHER PERSON
Ego Cause Of Confl ict- Mind BlockageEgo Cause Of Confl ict- Mind Blockage
We hear & don’t Listen
TENSION
CONFLICT
FRUSTRATION
HELPLESSNESS
INSULT
ANGER
DEPRESSION
STRESS
Confl ict A Silent Kil lerConfl ict A Silent Kil ler
AGRESSION
Types of Confl ict
Constructive Confl ict
Results in clarification of important problems and issues.
Results in solutions to problems.Causes authentic communication.Helps release emotion, anxiety, and stress.Builds cooperation among people through
learning more about each other.Helps individuals develop understanding and
skills.Helps people "be real", for example, it
motivates them to participate. Helps people learn how to recognize and
benefit from their differences.
Destructive Confl ict
Takes attention away from other important activities.
Undermines morale or self-concept.Polarizes people and groups, reducing
cooperation.Increases or sharpens difference.Leads to irresponsible and harmful behavior,
such as fighting, name-calling.Hampers productivity.Lowers morale.Causes more and continued conflicts.Causes inappropriate behaviors.
If We Handle Life Situations Well , the Confl ict can be
better Managed
Functional Confl ict
Functional ConflictConflict that supports the goals of the group and improves performance
“When two people in business always agree, one of them is unnecessary” “You put a lot of smart people in a room and listen to them duke it out,
and the best idea will pop out”Task conflict
Conflicts over content and goals of work Low to moderate level is functional Stimulates discussion and ideas
Managing Functional Conflict
Encouraging Functional Conflicts
Encourage dissent by asking tough questions.Bring people with different points of view.Designate someone to be a devil’s advocate.Ask the team to consider an unthinkable alternatives.
Dysfunctional Confl ict
Conflict that hinders performanceRelationship conflict
Stems from interpersonal relationshipsPersonality clashes, value differences
Results in hostility & frictionDecreases mutual understanding and makes task completion more
difficult
Managing Dysfunctional confl ict
Managing Dysfunctional ConflictsMediates the conflictsArbitrate the conflicts.Control the conflicts.Accept the conflicts.Eliminate the conflicts.
The Conflict Process
Collaborating: win/win
Compromising: win some/lose some
Accommodating:
lose/win
Competing: win/lose
Avoiding: no winners/no losers
5 Confl ict Management Strategies
Resolving Team Confl ict• Conflict is an emotional disturbance or disagreement
Six Steps to Manage Team Confl ict
Clarify and identify the cause of conflict
Determine the common goal Determine options Determine and remove the barriers Determine solution that everyone
can accept Acknowledge solution: win-win
solution
Confl ict Resolution
Super-ordinate goalsOverarching, shared goal that cannot be attained without
cooperation of each of the conflicting partiesAltering structural variables
Changing the organizational chart Reporting relationships
Create joint-task forces Gain appreciation of each others (groups) constraints and
needs Altering individuals
Human relations trainingTransfers
Confl ict Resolution
MediationNeutral third party attempts to find mutually beneficial trade-offs,
suggests alternatives & serves as a sounding board for the conflicting parties Growing area of legal practices 60% of cases in mediation reach settlement
ArbitrationNeutral third party can dictate an agreement
Allows parties to avoid the high-costs of going to trial Always results in settlement
• Problem solving
• Super co-ordinate goals
• Expansion of resources
• Avoidance
• Smoothing
• Compromise
• Authoritative command
• Altering the human variable
• Altering the structural variables
Close your eyes – Relax
Wear a Gentle Smile
Go in deeper Relaxation
Deep Breathe
Gently roll up your Eyeballs
Surrender to Subconscious Mind
Handover the problem to subconscious mind
(Now go to sleep – Expectantly)
Visualize Results / Express Gratefulness next morning
(Before opening your eyes)
to delegate,all you needisfaithin the other person ...
Andfaith
movesmountains !
When you think positively about yourself, you work harder at what you want to do - and give up less easily.
You make a better impression on others, which encourages them to help you.
When you think more positively about your colleagues, employees, spouse and children, you build stronger and more productive relationships - leading to greater success at work and at home.
• No Matter what Attitude we adopt, the flow of life continues but in the moment we do have choice about the direction in which we lean.
•When we resist the flow, life becomes more difficult.
“ Positive Attitude Means Leaning In The Direction In Which Life Is Flowing”
Building Posit ive Attitude
•Look for goodness in people•Build a positive Self Esteem
•Avoid Negative Influences
•Work on Continuous Self Development
Attitude Activator
Personality Attitude In Action
Result
• Anticipation • Expectation • Hope • Confidence • Faith • Patience • Humility • Love • Belief
• Enthusiastic • Courageous • Optimistic • Cheerful • Sincere • Warm • Relaxed
• Success • Recognition • Happiness • Growth • Admiration • Friends
Attitude Activator
Personality Attitude In Action
Result
• Fear • Doubt • Envy • Anger • Conceit • Self Pity • Suspicion • Indecision • Criticism
• Inconsiderate • Pessimistic • Weak • Cold • Sour • Irritable
• Worry • Tension • Frustration • Failure • Sickness • No Friends
“ A young lady was waiting her fl ight in the boarding room of a big airport.
As she would wait for many hours, she decided to buy a book to spend her time. She also bought a packet of cookies.
She sat down on a airmchair , in the VIP room of the airport , to rest and read in peace.
Beside the airmchair there was the packet of cookies, a man sat down, opened his magazine and started reading.
When she cought the f irst cookie, the man
cought one also. She felt herself
infuriate but didn’t say anything. She just
thought: “What a nerve! If I
was in the mood I would punch his eye
not to forget this daring!”
To each cokkie she cought, the man cought one either.
That was letting her infuriated but she couldn’t react.
When remained only one cookie, she thought: “ah. . . What this abused man wil l do now?”
Then, the man, divided the last cookie in the middle, giving her the half.
Ah! That was too much!
She was too much angry!
Then, she caught her book, caught her things and headed to the boarding place .
When she sat down in an armchair , inside the plane, she looked into her purse to catch her eyeglasses, and, to her surprise , her packet of cookies was there , untouched, c losed!
She felt so much
ashamed!! She real ized
that she was the
wrong one. . .
She had forgotten that her
cookies were kept into her purse.
The man divided his cookies with her , wihtout feel ing infuriated, nervous or mad.. .
. . .while she was been very mad,
thinking that he was dividing her
cookies with him.
but there was no more t ime to
explain herself . . . Nor to
apologizes!”
There are 4 things that u can’t recover. . .
The stone...
...after shot!
The word... ...
...after pronounced!
The occasion...
... after lost!
The time...
...after gone!
Forgiveness is your Biggest Asset
Coping With Stress
ERADICATION
40% NEVER HAPPEN
30% IN THE PAST CAN’T-BE-HELPED 12% CONCERNS
OTHERS NONE-OF-YOUR-BUSINESS
10% IS SICKNESS
REAL- OR- IMAGINARY
8% ARE
THE SITUATIONS FACED IN THE
PRESENT WHICH MUST
NEVER BE IGNORED
PROBLEMSBLESSING
OR
CURSE
IT IS INDEED A COMPLIMENTON THE COMPETENCE
GAINED IN THE PAST
FEEL HONOURED
IT IS AN OPPORTUNITY
TO DEVELOP FURTHER
COMPETENCE FOR THE
FUTURE
BE THANKFUL
Manage The Situation
And Stress Stands ERADICATED
Learn To Unlearn The Stressful Habits
And Learn To Develop On The Relevant Ones
living
A STRESS-FREE LIFE
NORMALLYTHE PRACTICE IS TO UNDERSTAND FIRST
AND THEN TRY TO ACCEPT
WHICH COULD
WASTE PRECIOUS TIME
AND OTHER RESOURCES
ACCEPT THE PRESENT LEVEL
FIRST WITH A
THEN DEVELOP RELEVANT
UNDERSTANDING
AND PLAN TO MANAGE
ACCORDINGLY
Remember The Best May Not Be Always Available To You
Whatever You Have In The
Present Put Efforts To
Develop That As The Best FOR YOU
ACCEPT THE PRESENT
AS IT ISBUT NEVER ACCEPT
THE LINKED CONSEQUENCES
MUST USE YOUR JUDGMENT TO PLAN FUTURE
STRATEGY
WORRY AND RESPONSIBILITY
GO IN THE OPPOSITE
DIRECTIONS
ENERGYWORRY WORRY (Waste)(Waste)
RESPONSIBILITYRESPONSIBILITY(Investment)(Investment)
20%20% 20%20% 60%60%
50%50% 50%50% NILNIL
MIND CAN’T FUNCTIONMIND CAN’T FUNCTION
100%100% 100%100%FROM BODY’S FROM BODY’S RESERVE RESERVE QUOTA OF QUOTA OF ENERGYENERGYFEELING FEELING
LIFELESSLIFELESS
[80%][80%]
WHEN YOU WORRY
YOUR ENERGY IS DIVERTED TOWARDS
WORRY
AND IS WASTED
YOUR WISDOM SAYS
Do not Waste Your Precious Energy In Worry
Instead Invest It In
Responsibility
DOES PRACTICE
MAKE A PERSON
PERFECT?
PRACTICE GENERATES PERMANENCE
MUST TAKE A DECISION
PRACTICE NOT TO WORRY
USE POSITIVE
WORD
CONCERN
INSTEAD OF WORRY
UNDERSTANDING
WORRY SITUATIONS
Max & Max
Meet MaxMax is a dog of the finest breeding.He was rigorously trained to retrieve game at the
slightest nod from his owner.He is slightly motivate to serve his master’s needs.
Meet MaxMax is talented, amiable, full of energy, and well
educated.He is anxious to enter the arena of customer service
and make a contribution, and he’s bursting with innovative ideas.
Meet Mr. HaroldMr. Harold is an average manager of customer
service for New World Imports.Service is the byword in his department.He has some untapped ideas about customer service.
Max and MaxMax and Max both have new opportunities – a
chance to learn, a chance to show their stuff.Each comes to learn about limits, though: stay on the
lawn; get your own job figured out first, then you can start worrying about mine.
• Conflict is a necessary and healthy part of the life of all organizations.
• Conflict on the job usually represents the normal competitive urge present in most individuals.
• Conflict on the job is always the result of personality clashes.
About Confl ict
• Conflict is a primary source of stress on the job.
• One of the benefits of conflict on the job is that it sometimes produces useful change.
• In resolving a conflict, a team leader must determine whether the cause is :
a) Personality clash b) The way the work is structured.
Contd…
When there is potential for one party to negatively impact another party:
Supervisor – subordinate relationshipsTeam membersCustomer interactionsOrganizational changeClash of Interest
What is Confl ict
Communication problemsAmbiguityMixed messages
Verbalize one thing, yet your body language says another
Structural variablesGoal incompatibility
Sales department versus credit department
Dependence issues One group (accounting) dependent
upon another (MIS)
Why Confl ict
Personal factorsPersonality clashes
Type A versus Type B
Value systems National culture dimensions Different emphasis on quality or quantity Different perception and area of interest.
Contd…
Causes of Confl ict:
• Personality differences
• Value differences
• Differences in Perspectives
• Differences in Goals
• Differences in Departmental
Allegiance
• Ambiguities about responsibilities
Poor communication
Seeking power
Dissatisfaction with management style
Weak leadership
Lack of openness
Change in leadership
Beginning of Confl ict
Body language Disagreements, regardless of issue
Withholding bad news
Surprises
Strong public statements
Airing disagreements through media
Conflicts in value system
Confl ict Indicators
Desire for power
Increasing lack of respect
Open disagreement
Lack of candor on budget problems or other sensitive issues
Lack of clear goals
No discussion of progress, failure relative to goals, failure to evaluate the superintendent fairly, thoroughly or at all.
Contd…
Constructive Confl ict
Results in clarification of important problems and issues.
Results in solutions to problems.Causes authentic communication.Helps release emotion, anxiety, and stress.Builds cooperation among people through
learning more about each other.Helps individuals develop understanding and
skills.Helps people "be real", for example, it
motivates them to participate. Helps people learn how to recognize and
benefit from their differences.
Destructive Confl ict
Takes attention away from other important activities.
Undermines morale or self-concept.Polarizes people and groups, reducing
cooperation.Increases or sharpens difference.Leads to irresponsible and harmful behavior,
such as fighting, name-calling.Hampers productivity.Lowers morale.Causes more and continued conflicts.Causes inappropriate behaviors.
Types of Confl ict
The Conflict Process
Managing confl ict
Encouraging Functional Conflicts
Encourage dissent by asking tough questions.Bring people with different points of view.Designate someone to be a devil’s advocate.Ask the team to consider an unthinkable alternatives.
Functional Confl ict
Functional ConflictConflict that supports the goals of the group and improves performance
“When two people in business always agree, one of them is unnecessary” “You put a lot of smart people in a room and listen to them duke it out,
and the best idea will pop out”Task conflict
Conflicts over content and goals of work Low to moderate level is functional Stimulates discussion and ideas
Dysfunctional Confl ict
Conflict that hinders performanceRelationship conflict
Stems from interpersonal relationshipsPersonality clashes, value differences
Results in hostility & frictionDecreases mutual understanding and makes task completion
more difficult
Managing Dysfunctional confl ict
Managing Dysfunctional ConflictsMediates the conflictsArbitrate the conflicts.Control the conflicts.Accept the conflicts.Eliminate the conflicts.
Collaborating: win/win
Compromising: win some/lose some
Accommodating:
lose/win
Competing: win/lose
Avoiding: no winners/no losers
5 Confl ict Management Strategies
Win – Win Negotiation
Ask from yourself.
Do you feel that someone is continually taking advantage of you?
Do you seem to have fight aggressively with other to win the resources you need?
Do you struggle to get what you want from people whose help you need but over whom you have little direct authority?
If so you need to brush up your win-win negotiation skills.
The aim of win-win situation is to find a solution that is acceptable to both parties and leaves both parties feeling that they have won.
Effective negotiation skills helps you to resolve where what you want conflicts with what someone else wants.
Win – Win Negotiation
Inputs for a Successful NegotiationDepending on the scale of disagreement one should think through thefollowing points before starting the negotiation:
Goal for negotiation
Trades one has for negotiation: - What do you and the other person have that you can trade?- What are you each comfortable giving away?
Alternatives for negotiation if the other person do not reach to the agreement:- Does failure to each an agreement cut you out of future opportunities?
Relationship with the other person:- Will there be any hidden issues that may influence the negotiation? How will you handle these?
Inputs for a Successful NegotiationExpected outcomes from negotiation and action plan for the same:
- What has the outcome in the past and what precedents have been set?
Expected consequences after winning or loosing the negotiation for both the parties.
Who is Powerful negotiator and what powers he has?- Who controls the resources?- Who stands to loose the most if agreement isn’t reached?
Possible Solutions:- What possible compromises might there be?
Resolving Team Confl ict• Conflict is an emotional disturbance or disagreement
Six Steps to Manage Team Confl ict
Clarify and identify the cause of conflict
Determine the common goal Determine options Determine and remove the barriers Determine solution that everyone
can accept Acknowledge solution: win-win
solution
Confl ict Resolution
Super-ordinate goalsOverarching, shared goal that cannot be attained without
cooperation of each of the conflicting partiesAltering structural variables
Changing the organizational chart Reporting relationships
Create joint-task forces Gain appreciation of each others (groups) constraints and
needs Altering individuals
Human relations trainingTransfers
Confl ict Resolution
MediationNeutral third party attempts to find mutually beneficial trade-offs,
suggests alternatives, & serves as a sounding board for the conflicting parties Growing area of legal practices 60% of cases in mediation reach settlement
ArbitrationNeutral third party can dictate an agreement
Allows parties to avoid the high-costs of going to trial Always results in settlement
• Problem solving
• Super co-ordinate goals
• Expansion of resources
• Avoidance
• Smoothing
• Compromise
• Authoritative command
• Altering the human variable
• Altering the structural variables
MeditationClose your eyes – RelaxWear a Gentle SmileGo in deeper RelaxationDeep Breathe Gently roll up your EyeballsSurrender to Subconscious MindHandover the problem to subconscious mind
(Now go to sleep – Expectantly)Visualize Results / Express Gratefulness next morning
(Before opening your eyes)
to delegate,all you needisfaithin the other person ...
Andfaith
movesmountains !
Delegation
If We Handle Life Situations
Well , the Confl ict can be better Managed
Worry As Cause Of Confl ictWorry As Cause Of Confl ict
Worrying for situations which never happens. 40%Worrying for situations which has happened in the past 30%Worrying for situations which concerns others. 12%Worrying for illness which may be real or imaginary 10%Situations which needs attention, Competence and Opportunity to prove. we should not be worried but should be concerned.
8%
One can avoid conflict if we understand the above life situations.
We listen &Find Solutions
EGOSELF
Remain at Base LevelAccept Authority of Other
EGOOTHER PERSON
Ego Cause Of Confl ict-Ego Cause Of Confl ict- Mind Mind
BlockageBlockage
We hear & don’t Listen
TENSION
CONFLICT
FRUSTRATION
HELPLESSNESS
INSULT
ANGER
DEPRESSION
STRESS
Confl ict A Silent Kil lerConfl ict A Silent Kil ler
AGRESSION
Forgiveness is your Biggest Asset
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