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