Download - MDP on Conflict Management at Workplace
Management Development Programme
on
Managing Conflicts at Workplace16th September, 2017
Key Resource Persons:
Prof. S.C. Kapoor
Dr. Neelam Dhall
Jagan Institute of Management Studies, Rohini, Delhi
“ANTAGONISTIC INTERACTION IN WHICH ONE PARTY ATTEMPTS TO THWART THE INTENTIONS OR
GOALS OF ANOTHER “
A Process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about
Conflict
Jagan Institute of Management Studies, Rohini, Delhi
Sources of Conflict
1. Personality Clashes
2. Threat to Status
3. Contrasting Perceptions
4. Organizational Change
Jagan Institute of Management Studies,
Rohini, Delhi
Types of Conflict
1. Interpersonal Conflict
Conflict between two persons
2. Inter group Conflict
Conflict between different groups within the same department/divisions or other departments/divisions
Jagan Institute of Management Studies, Rohini, Delhi
Five Strategies To Handle Conflicts
The Turtle (Withdrawing)
Teddy Bear (Smoothing)
The Fox (Compromising)
Jagan Institute of Management Studies, Rohini, Delhi
Five Strategies Continued..
The Shark (Attack Attack)
The Owl (Supportive Confrontation)
Jagan Institute of Management Studies, Rohini, Delhi
Role of Emotional Intelligence in Conflict Resolution
Jagan Institute of Management Studies, Rohini, Delhi
Conflict and Emotional Intelligence
Jagan Institute of Management Studies, Rohini, Delhi
Conflict Resolution using Transactional Analysis
The term ‘transactional analysis’ was proposed by Dr. Eric Berne in mid 1960’s in his book “Games People Play”
When two people interact with each other they engage in social transactions.
Study of such “social transactions” is known as Transactional Analysis.
Jagan Institute of Management Studies, Rohini, Delhi
Eye Openers The crucial point is to firstly recognize our own ego-state: What ego-state predominates and what triggers a change of state in us as managers.
Are we different with certain people?
Do particular situations lead to a shift in mind set and behavior?
What are the implications of these patterns on your success as a manager?
Jagan Institute of Management Studies, Rohini, Delhi
The Johari Window
Jagan Institute of Management Studies, Rohini, Delhi
Behaviour known to others
Behaviour unknown
to others
Behaviour Behaviour known to self unknown to self
Open Blind
Hidden Unknown
Fig. Johari WindowThis model assumes that as the ‘open self’ becomes larger, the
relationship tends to be more rewarding and productive.
Disclosure
Feedback
Jagan Institute of Management Studies, Rohini, Delhi
Points to Ponder An awareness of ego-states
can make us become better managers by increasing our awareness of the hidden scripts that shape our mindset and behavior.
A manager should show preference for increasing the adult-to-adult interactions.
Jagan Institute of Management Studies, Rohini, Delhi
Key Components of Conflict Resolution1. Controlling emotional responses
2. Seeking understanding
3. Identifying needs and common interests
4. Seeking mutual benefit or purpose
5. Flexibility
6. Willingness to change
7. Agree to Disagree
8. Great Listening skills
Jagan Institute of Management Studies, Rohini, Delhi
Jagan Institute of Management Studies, Rohini, Delhi
Thank YouThank You
Prof. S.C. Kapoor Dr. Neelam Dhall
Jagan Institute of Management Studies, Rohini, Delhi