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8/8/2019 Conflict Management PIBM
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Conflict Management
8/8/2019 Conflict Management PIBM
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FLOW OF PRESENTATION
Introduction to conflict
Reasons for conflict
Types of conflict
Organizational conflict managementConflict management styles
Changing views of conflict
Conclusion
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CONFLICT
Conflict is a natural disagreementbetween two or more people.
It is a process in which one party ( or
person ) perceives that its interestsare being opposed or negativelyaffected by the other party.
It exists when one or more partiesbelieve that the behavior of the otherprevents them from achieving theirgoals.
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REASONS FORCONFLICT
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Reasons for conflict
Law of individual differences.Limited resources.Difference in perception.Different values.Varied beliefs.Cultural differences.Job designIncompatible needs.
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Types of Conflict
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Intrapersonal conflicts
Approach - Approach Conflict - Here, the individualmust decide between two positive choices, such ashiring one of two well-qualified candidates to fill avacant position.
Avoidance - Avoidance Conflict – Here, the choice isbetween two negative alternatives, such as whetherto lay off workers or declare bankruptcy.
Approach - Avoidance Conflict - Each choice haspositive as well as negative characteristics. Forexample, a financial manager might have to decidebetween a high-risk, high-return investment and alow-risk, low-return investment.
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Interpersonal conflict
Occurs when two or moreindividuals perceive that
their goals, attitudes,behaviour etc are in
opposition.
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Intra group conflicts
Occurs between themembers of a same group
that results in the groupseffectiveness.
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Inter-group conflict
Refers to the disputes,disagreements, opposition
between different teams,groups etc.
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CONSTRUCTIVE CONFLICT
Results in positive benefits to individuals, thegroup, or the organization.
Opens up an issue in a confronting manner Develops clarification of an issue
Improves problem-solving quality Increases involvement Provides more spontaneity in communication Initiates growth
Strengthens a relationship when creativelyresolved
Helps increase productivity
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DESTRUCTIVE CONFLICT
Works to the disadvantage of individuals, the group, or theorganization.
diverts energy from real task destroys morale polarizes individuals and groups deepens differences
obstructs cooperative action produces irresponsible behavior creates suspicion and distrust decreases productivity
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WHY
ORGANIZATIONS USE CONFLICT
MANAGEMENT ?
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Effective & efficient achievement of goals
To have a shared vision of what they
are striving to achieve the clearobjectives for department andindividual.
For recognizing and resolving conflictsto promote co-operation.
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CONFLICT
MANAGEMENT STYLES
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A s s e r
t i v
e n
e s s
Cooperativeness
CompetingCompeting CollaboratingCollaborating
CompromisingCompromising
AvoidingAvoiding AccommodatingAccommodating
High
Low High
Conflict Management Styles
Assertiveness : Confidently aggressive or self-assured
Cooperativeness : working or acting together willingly for a common purpose or benefit.
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Conflict Management Styles
Competing style : WIN – LOSE approach. Highon assertiveness and low on cooperativeness.
Here, people try to achieve their own goalswithout the concern of others.
Results in de-motivation of subordinates. Thus reduces the commitment of employees to
higher productivity. Used when a decision has to be taken in
emergency, or a stern action is to be takenagainst an employee, or when you have to take aimportant decision and there are varied opinionsamong the group.
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Conflict Management Styles
Accommodating Style : LOSE – WINapproach. Cooperative and unassertivebehavior.
Submission to the wishes of others.Encourages cooperation.
May be perceived as weak and submissivein nature and hence may be taken forgranted.
Used when relationships are crucial,maintaining harmony and avoidingdisruption are important in the situation.
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Conflict Management Styles
Collaborating Style : WIN – WIN approach. Strong cooperative and assertive approach.Here, conflict is recognized openly and
evaluated by all concerned parties, reasonsare found out and solutions are derived sothat all the parties involved will be satisfied.
Used when there is a culture of openness,required time and energy can be affordable,there is support from the management.
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Conflict Management Styles
Compromising Style : WIN SOME –LOSE SOME approach.
Intermediate level of assertiveness
and cooperativeness.Works only in the short run. A
workable solution is somehow found.
Used when the parties concernedcompromise with something fornothing, or when win – win is notpossible.
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Conflict Management Styles
Avoiding Style : LOSE – LOSE approach.
Unassertive and uncooperative behavior.
A person here tries and remains neutral,
ignores disagreements and stays awayfrom conflict.
Used when the issue is not very important
or is temporary, the individual needs timeto deal with the conflict, the other party istoo strong or someone else can deal moreeffectively.
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Changing Views of Conflict
Traditional Views
Avoidable.
Caused by
management errors. Disrupts organisation
& prevents optimalperformance.
Task is to eliminatesconflict.
Removal of conflict.
Current Views
Not avoidable.
Caused by various
reasons. Contributes & detracts
from organizationalperformance.
Task is to manage levelof conflict.
Moderate level of conflict.