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Dr Vasuprada KarticConflict ResolutionNAC Batch IX PGDCPM

What is conflict?

• A disagreement both internally/ personally,

Between two or more individuals , groups etc.

It can be cognitive or affective or both.

Levels of Conflict

• Personal

Inner personal conflict, Being a part of other’s conflict.

• Interpersonal

Differences between two people, groups etc.

Reasons for self conflict

• Approach – approach conflict arises when there are two equally desirable things are present and we have to choose one from them.

• Ex: two equally good job opportunities

Avoidance - avoidance

• The individual is faced with two equally negative goals that he has to choose from. Since the balance is equal, the tendency is to avoid till the last minute .

• An individual may keep coming back to the original position more often without reaching either goal.

Approach- avoidance

• There is a single goal that attract and repel at the same time.

• It has the same amount of qualities that one would like and would not like. Ex: A favourite food that causes indigestion

Double Approach-avoidance

• Two choices which have equal approach and avoidance qualities.

• Ex: studying/working abroad. Good exposure but staying away from family etc.

• Buying a big house by taking a loan.

Workplace conflict

• A workplace conflict that might involve different levels of emotional involvements and reactions that are much higher than any other kind of conflict.

Affective conflict

• This centres around the emotional aspect of a conflict between people and different parties both internally and also sometimes externally.

• These type of conflicts are extremely destructive to the organization or self etc.

Cognitive conflict

• This concerns the completion of a task. It points to the important problems that the organization or the individual needs to fix.

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Definition

• A dispute or struggle in which each party expresses hostility towards the others party or interferes with the other party’s goal attainment.

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Salient features• Essential features of Human Relations.• Is a frequent visitor to work place.• Outward symptoms include-prolonged

argument,unpleasant exchanges.• Latent symptoms include-cold indifference,

Mistrust, mischievous/malicious backbiting.• Conflict resolution is a key skill for team

building

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Traditional thinking

• Until recently behavioural scientist assumed that conflict was an abnormal phenomenon with only negative consequences.

• Conflict was regarded as an evil to be be eliminated wherever possible.

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Modern View• Conflict is not always bad. In fact correctly guided

it can be a valuable source of creativity and change for problem solving.

• It is more productive to promote the right type of conflict and harness the outcomes for organisation’s benefits.

• It is important to observe & decide how much functional conflict is needed to motivate, enhance & sustain productivity

• Make sure it does not degenerate into dysfunctional conflict.

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Consequences of ConflictFunctional• Greater awareness of

problem• Enhance search for

solution• Motivate to change &

adapt

Dysfunctional• Distortions in

perceptions• Negative

stereotyping• Decrease in

productivity• Poor communication

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Some common Causes

• Resistance to change• Competition for scarce resources e.g.

budget, funds, personnel etc.• Difference of view point.ex goals,priorities• Personality aspects such as needs, values,

attitudes.• Situational leading to strong emotions etc.

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Conflict for Managing Change

• Adaptation require changes in objectives, priorities, strategies and procedures.

• Change create inconvenience,redistribution of powers and status. Many members of organizations will resist such changes of this magnitude.

• Conflict is now seen as inevitable.• Absence of it may indicate stagnation or group think.• Without conflict organization can’t grow or develop. • It wont be able to maintain its vigour & adapt

successfully to changing environment.

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Sources & Types

• Structural • Intrapersonal• Interpersonal• Inter-group• Inter-Organizational

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Empowering beliefs

Unrealistic beliefs

• I need every one’s approval

• People should always be competent & perfect

• I Ought to feel upset when things go wrong

Realistic beliefs

• I like approval,but at least 50% people may not approve me

• People are fallible & sometime make mistakes

• I can choose how I feel,even when things go wrong

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Empowering beliefs

Unrealistic beliefs

• External events make me feel angry, worried,guilty,happy

• I Ought to worry about dangerous things that might happen

• Things Ought to go the way I want them to.

Realistic beliefs

• I am responsible for deciding whether or not to feel angry, worried etc

• There is no need to worry ,however I may take sensible precautions

• I prefer it when things go the way I want them to.

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Broad approaches• Developing super-ordinate goals• Expanding or relocating resources• Redesigning work units• Reassigning & transferring personnel• Cross functional teams• Developing collaborative systems• Identifying a common enemy

– Useful for focusing energy & resources on a target

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Conflict Management styles

Cooperation

Assertiveness

Avoiding Accommodating

Compromising

Competing Collaborating

Thomas conflict resolution model

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Conflict Resolution Model

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Personality conflict

• At times values happen to be root cause of conflict though on the surface there appear to be other causes.

• For e.g.. Hostility is more likely to occur between a manager and a subordinate if the manager is very dominant while the subordinate has a strong need for independence or if the subordinate is very ambitious and the manger is very insecure.

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Nipping in the bud

• It is easier to resolve if you confront it early on.At the early stage you can focus on factual issues before the emotional ones have had time to fester and become disruptive.When you allow conflict to exist unmanaged ,you will have a tangled web of tensions and disagreements to unravel.

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Collaborative approach• Identify the core issue. Understand the interplay of Core

issue v/s the emotional issue.• Core issues are often at the base of conflict.While

emotional issues complicate the conflict.• To successfully resolve conflict you must understand

both sides of issue.• Encourage members who are timid.• Avoid debates over who is right or wrong instead discuss

how the conflict is affecting performance.• Focus on facts and behaviour and not on feeling or

personalities.

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Gestalt approach• One way to help people accept one another’s

perspective and joint responsibility for reaching a solution is to have the team members do a role reversal,each person presenting another views.

• Schedule a follow up session to review the resolution.When members know they are held accountable for carrying a commitment,they are more likely to honour it.

• Set up firm procedures & ground rules for employees to follow.Remember conflict resolution is rarely fast,it requires time,thought and patience.

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Tools for diagnosing & learning from conflict

Peter Senge’s Tools• The left hand-right hand column technique.• The ladder of inference• Container technique• These techniques encourages systems thinking,

opening up opportunities to share information, experiences and ideas form different perspectives

The seven strategies for resolution

Seven strategies

• No deal: this is not considered as a successful negotiation but ensure that there always is a (BATNA) “Best Alternative to a Negotiated Agreement” to fall back on.

• I win – You Lose : is a situation that leads to resentment in the ones who had to compromise.

…cont

• I lose , You win : should not even be considered as a strategy. It is unhealthy for the organization and you own self. It is a sort of an appeasement and the others will come back for more later.

• Win at all costs: there is a goal displacement. Instead of looking for the right strategy, the focus is only on winning to prove a point.

…cont

• Compromise: this should be a natural fall out of the process rather than a preplanned strategy. Because…

• It encourages a spirit of concession.

• The other person/party may interpret this as a sign of weakness.

…cont

• Negotiation is not about trying to be nice to each other.

• Each party may actually deserve better or worse than the compromise.

Arbitration: this happens when a third party has to enter to resolve or to arrive at the understanding.

The best of the lot

• Win-win: this is the only strategy that is worth pursuing at every stage and for all the conflicts.

• It encourages constructive conflict.

• It’s like asking who’s winning in a successful marriage! It’s a productive process.

General Strategies for Conflict prevention & resolution

Boundaries

• Tools for managing relationships• Build win-win power structures• Encourage cooperation and

mutual respect without depending on fear, disempowerment or manipulation.

• Create success oriented and reward oriented environment.

Strategies for resolution

• Boundary- setting: it works the best when there is acceptance and respect for the others.

• They work better than rules, commands or expectations

• learning to anticipate the needs in others along with your own.

• Find the motive for the conflict behavior.

Communication

• Maintain regular positive contact.• Attack the problems and not

people• Think ,talk and act like a

mediator when resolving your own conflicts as well.

• Listen to, negotiate and empower all those concerned

Focus on the Positive

• Restructuring environment from reactive to proactive.

• From punishment oriented to reward oriented.

• Express contingencies as promises rather than threats.

• Shift from fault finding to emphasizing positive performances or achievements.

….cont

• Allow outcomes ( positive or negative consequences) to occur without worry for punishment

• Make others accountable for their behavior

• Accept openly when the other person tries to change behavior in order to get the needs met.

• Support emotional safety in behaviors

Win-win power dynamic

• How can both get what they want?• Offering choices that are acceptable• Allow empowerment with limits

established from the beginning.• This leads to less rebellious behavior• Leave an impression that you are

open to future discussions.•

Employ rule of law

• Behave in the same manner as you would want the others to behave.

• Demonstrate that there are no favorites

• Rules apply equally to everyone• Allow empathy to play the major

role during the resolution process.• Let others know that there is a

code you need to follow

Tackling together

• Developing an understanding of these reactions towards colleagues, subordinates, superiors etc is important

• Every situation calls for equal commitment from all

• Watching for these symptoms prevents major mishaps

• NO ONE IS IMMUNE TO THESE!

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The Ladder of Inference

I take actions on my beliefs

I adopt beliefs about the world

I draw conclusions

I make assumptions based on

meanings I add

I add meanings

I select data

Observable data & experiences

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Improve inquiry: Uncover other’s thinking

Walk others down the ladder

Use non-aggressive language

Draw out reasoning

Ask for examples

Check understanding of what you heard

LISTEN & STAY OPEN

Thank You!

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