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Conflict Management: Kumar Gaurav Shivya Seth

The document discusses conflict management in organizations. It defines conflict as a state of incompatibility between opposing ideas or forces. Conflict management involves identifying and handling conflicts in a fair and efficient manner. The document outlines different types of conflicts and their common causes in organizations. While conflicts can lead to stress and reduced productivity if mismanaged, they can also promote new ideas and organizational change if resolved constructively. The document provides steps for resolving conflicts, including listening, focusing on issues rather than personalities, finding alternative solutions, and agreeing on actions. It emphasizes managing conflicts in a way that ensures fair processes and respectful treatment of those involved.

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43 views34 pages

Conflict Management: Kumar Gaurav Shivya Seth

The document discusses conflict management in organizations. It defines conflict as a state of incompatibility between opposing ideas or forces. Conflict management involves identifying and handling conflicts in a fair and efficient manner. The document outlines different types of conflicts and their common causes in organizations. While conflicts can lead to stress and reduced productivity if mismanaged, they can also promote new ideas and organizational change if resolved constructively. The document provides steps for resolving conflicts, including listening, focusing on issues rather than personalities, finding alternative solutions, and agreeing on actions. It emphasizes managing conflicts in a way that ensures fair processes and respectful treatment of those involved.

Uploaded by

shiyaseth
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Conflict Management

By:- KUMAR

GAURAV
&

SHIVYA SETH

What is conflict?
A battle, contest or opposing forces
existing between primitive desires and moral, religious or ethical ideas .

A state of incompatibility of ideas


between two or more parties or individuals
Conflict management is the practice of identifying and handling conflict in a sensible, fair and efficient manner
3

Types of conflict

Inter-personal and intra-

personal Inter-group and intra-group Competitive and Disruptive

General causes of conflicts


Poorly defined goals Divergent personal values Lack of cooperation/trust Competition of scarce resources Unclear roles/lack of job description

Effects of conflict in organizations

Stress Absenteeism Staff turnover De-motivation Non-productivity Creativity New ideas Promote organisational vitality Motivate changes
6

Conflict Process
Antecedent conditions Perceived conflict Felt Conflict

Manifest behavior
Conflict Resolution Or Suppression Resolution aftermath
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Conflict resolution is the ideal.

Conflict management is the reality.

Steps to resolve conflicts


Assure privacy Empathize than sympathize Listen actively Maintain equity Focus on issue, not on personality Avoid blame Identify key theme Encourage feedback Identify alternate solutions Give your positive feedback Agree on an action plan

How to prevent conflicts


Frequent meeting of your team Allow your team to express openly Sharing objectives Having a clear and detailed job description Distributing task fairly Never criticize team members publicly Always be fair and just with your team Being a role model

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Now.

Individual Exercise

Conflict Table
I win Win-Win I lose Lose-Win

You win

You lose Win-Lose

Lose-Lose

Methods to deal with conflicts


Competition

(win-lose situation) Accommodation (win-win situation) Avoidance (lose-lose situation) Compromise (lose-lose situation) Collaboration (win-win situation)

How Do You Manage Conflict?

Avoid

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How Do You Manage Conflict?


Avoid Appease

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How Do You Manage Conflict?


Avoid Appease Compromise

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How Do You Manage Conflict?


Avoid Appease Compromise Collaborate

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How Do You Manage Conflict?


Avoid Appease Compromise Collaborate Dominate

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SOLVING CONFLICT

Depersonalize
Dont attack Dont defend Neutral, simple, direct Avoid abuses

19

SOLVING CONFLICT
Depersonalize Focus on behavior

Cause and effect General patterns Specific examples Without blame

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SOLVING CONFLICT
Depersonalize Focus on behavior Forget being right

No rights, no wrongs I was more right. Not a debate or trial

21

SOLVING CONFLICT
Depersonalize Focus on behavior Forget being right Focus on the future

Shared goals

History hurts

22

SOLVING CONFLICT
Depersonalize Focus on behavior Forget being right Focus on the future Dont try to solve the problem

23

SOLVING CONFLICT

Depersonalize Focus on behavior Forget being right Focus on the future Dont try to solve the problem
Not yet Not quite yet Still not quite yet
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SOLVING CONFLICT
Depersonalize Focus on behavior Forget being right Focus on the future Dont try to solve the problem Be prepared to listen

25

SOLVING CONFLICT

Depersonalize Focus on behavior Forget being right Focus on the future Dont try to solve the problem Be prepared to listen
Problem may be different Work together Invite solutions

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Moving Beyond Emotion (Yours)


Depersonalize no pronouns Neutralize I am not a crook.

Unbutton Disengage
Deflect Humor, stall, diversion

27

MANAGING OTHERS CONFLICT


THREE CRITICAL COMPONENTS

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MANAGING OTHERS CONFLICT


THREE CRITICAL COMPONENTS

OUTCOME

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MANAGING OTHERS CONFLICT


THREE CRITICAL COMPONENTS

OUTCOME FAIR PROCESS

30

MANAGING OTHERS CONFLICT


THREE CRITICAL COMPONENTS

OUTCOME FAIR PROCESS RESPECTFUL TREATMENT

31

Conclusion
Conflict is unavoidable Complexity of organizational relationship Interaction among workers Dependence of workers on one another

32

Conclusion (Contd)

Poorly managed conflicts Unfavorable with counter productive

results Problems and negative attitude

Well managed conflicts Stimulate competition Identify legitimate differences Powerful source of motivation
33

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