conflict management
TRANSCRIPT
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Amity Business School
• Conflict
• Levels of conflict
• Conflict situations in organizations
• Stages of conflict
• Know your Conflict handling style – conflict management
Session outline
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NEED…
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It occurs whenever disagreements exist in a social situation over issues of substance and/ or emotional antagonisms.
CONFLICT
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Transitions in Conflict Thought• Traditional View of Conflict
The belief that all conflict is harmful and must be avoided.
• Human Relations View of Conflict
The belief that conflict is a natural and inevitable outcome in any group.
• Interactionist View of Conflict
The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively.
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Levels of conflict• Conflict within individual
• Conflict between individuals or interpersonal
• Intergroup conflict and
• Inter-organizational conflict
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Conflict within individualWhat is it?
Source?
Approach- approach conflict
Avoidance- avoidance conflict
Approach- avoidance conflict
Multiple Approach- avoidance conflict
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Amity Business SchoolTypes of Conflict
Task Conflict
Conflicts over content and goals of the work.
Relationship Conflict
Conflict based on interpersonal relationships.
Process Conflict
Conflict over how work gets done.
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Conflict outcomes in organizations
• Functional Conflict / Constructive conflict
Conflict that supports the goals of the group and improves its performance.
• Dysfunctional Conflict / Destructive Conflict
Conflict that hinders group performance.
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Conflict situations in organizations
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Types of conflict situations experienced by managers
Vertical conflict
Horizontal conflict
Line- staff conflict
Role conflict
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CHALLENGES FOR MANAGERS IN UNDERSTANDING CONFLICT
SITUATIONS IN ORGANIZATIONS
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• Key differences of opinionOver the facts
Over the methods
Over the goal
Over values
• Reasons for these key differences on the opinion
Information
Perceptions
Roles
Explanations for the conflict situations
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POSSIBLE ANTECEDENT CONDITIONS TO CONFLICT
Work flow interdependence
Asymmetry
Role or domain ambiguity
Resources scarcity
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The Stages of Conflict
Antecedent conditions
Manifest Conflict
Conflict Resolution or Suppression
Conflict aftermath
Perceived Conflict Felt Conflict
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Perceived ConflictAwareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.
Felt ConflictEmotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility.
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Conflict management
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Outcomes • Lose –lose conflict
• Win – lose conflict
• Win- win conflict
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Conflict Management styles
Avoidance
Forcing/ competition/authoritative command
Smoothing/ accommodating
Compromise
Collaborative/ problem solving
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Conflict Handling Styles
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TEDDY BEAR:Lose-Win
Values relationshipsOver goal
SHARK:Win-Lose
Values goal overrelationships
OWL:Win-Win
Values both goal& relationship
TURTLE:Lose-Lose
Low concern for eithergoal or relationship
FOX: Win some-Lose some
Values both but iswilling to sacrifice
certain aspects of either under certain circumstances
High Concern for Personal Goals
Low Concern for Personal Goals
HighConcernForRela-tionships
LowConcernForRela-tionships
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Conflict handling styles and its managerial implication
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Conflict-Handling style: Avoidance • When an issue is trivial, or more important issues are pressing.• When you perceive no chance of satisfying your concerns.• When potential disruption outweighs the benefits of resolution.• To let people cool down and regain perspective.• When gathering information supersedes immediate decision.• When others can resolve the conflict effectively• When issues seem tangential or symptomatic of other issues.
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Conflict-Handling style: Forcing/ Competition
• When quick, decisive action is vital (in emergencies); on important issues.
• Where unpopular actions need implementing (in cost cutting, enforcing unpopular rules, discipline).
• On issues vital to the organization’s welfare.
• When you know you’re right.
• Against people who take advantage of noncompetitive behavior.
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Conflict-Handling style: Smoothing/ Accommodation
• When you find you’re wrong and to allow a better position to be heard.
• To learn, and to show your reasonableness.• When issues are more important to others than to
yourself and to satisfy others and maintain cooperation.• To build social credits for later issues.• To minimize loss when outmatched and losing.• When harmony and stability are especially important.• To allow employees to develop by learning from
mistakes.
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Conflict-Handling style: Compromise
• When goals are important but not worth the effort of potential disruption of more assertive approaches.
• When opponents with equal power are committed to mutually exclusive goals.
• To achieve temporary settlements to complex issues.• To arrive at expedient solutions under time pressure.• As a backup when collaboration or competition is
unsuccessful.
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Conflict-Handling style: Problem Solving / Collaboration
• To find an integrative solution when both sets of concerns are too important to be compromised.
• When your objective is to learn.
• To merge insights from people with different perspectives.
• To gain commitment by incorporating concerns into a consensus.
• To work through feelings that have interfered with a relationship.