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Conflict Management Training
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1Training Confidential. For Internal Use Only
Conflict Management
2Training Confidential. For Internal Use Only
Objectives:
By the end of this training, you would be able to:
• Describe the meaning of Conflict
• Explain the difference between a disagreement and a conflict
• List some common symptoms of conflict
• Explain the five causes of Conflict
• Discuss the FIVE Conflict Management Styles
• Discuss the process of Conflict Management
3Training Confidential. For Internal Use Only
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ACTIVITY – CONFLICT CLOSE UP
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4
ACTIVITY - INTERVIEW
5Training Confidential. For Internal Use Only
When you hear the word....When you hear the word....
CONFLICT???CONFLICT???
What do you think???
6Training Confidential. For Internal Use Only
What is a Conflict?
A Conflict is a situation in which someone believes that his or her own needs have been denied.
A Conflict is a predictable social phenomenon and should be channeled to useful purposes.
The goal of an organization is not to eliminate conflict, but to use it.
7Training Confidential. For Internal Use Only
Disagreement Disagreement is a difference of opinion. It is based upon is a difference of opinion. It is based upon
one’s personal orientation system, including values, needs, one’s personal orientation system, including values, needs,
interests, or intentions. Disagreement should be seen as interests, or intentions. Disagreement should be seen as
functional and/or positive. To disagree is natural.functional and/or positive. To disagree is natural.
Conflict Conflict is a strong disagreement or collision of values, is a strong disagreement or collision of values,
needs, interests or intentions among individuals, groups, needs, interests or intentions among individuals, groups,
organizations, communities, or nations. Conflict is different organizations, communities, or nations. Conflict is different
than disagreement because of its negative effect (dislike of a than disagreement because of its negative effect (dislike of a
person or organization). person or organization).
DISAGREEMENT & CONFLICT
8Training Confidential. For Internal Use Only
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ACTIVITY – POSITIVE SPIN
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ACTIVITY – YOU DON’T SAY
10Training Confidential. For Internal Use Only
• Tension & Anger
• No desire to communicate
• Decreasing Productivity
• Low Morale
Can you think of some more….
What are the symptoms of Conflict?
11Training Confidential. For Internal Use Only
• Divergent Goals
• Perceptual Difference
• Status Conflicts
• Resistance to Change
• Personality Clashes
Causes of Conflict
12Training Confidential. For Internal Use Only
12
ACTIVITY – DIVERGENT GOALS ROLEPLAY
13Training Confidential. For Internal Use Only
Conflict can result when you are trying to
achieve one set of outcomes and another
person wants something entirely different to
happen.
Divergent Goals
14Training Confidential. For Internal Use Only
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ACTIVITY – PERCEPTUAL DIFFERENCE ROLEPLAY
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You and another person may listen to the
same words and hear them quite differently.
Perceptual Difference
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ACTIVITY – STATUS CONFLICT ROLEPLAY
17Training Confidential. For Internal Use Only
One person may resent another person’s
authority or feel protective of his or her
position. Another person may feel undervalued
compared to the position he or she held in a
previous organization or the previous disaster.
Status Conflicts
18Training Confidential. For Internal Use Only
18
ACTIVITY – RESISTANCE TO CHANGE ROLEPLAY
19Training Confidential. For Internal Use Only
You may encounter resistance if you ask
someone to try new ways of working or
thinking.
Resistance to Change
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ACTIVITY – PERSONALITY CLASHES ROLEPLAY
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People with different personalities may clash
because they have different emotional needs.
Personality Clashes
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ACTIVITY – ON THE RUN
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The Five Conflict Management Styles
• Accommodating• Avoiding• Collaborating• Competing• Compromising
24Training Confidential. For Internal Use Only
Let’s watch a video!!
25Training Confidential. For Internal Use Only
ACCOMMODATING
This is when you cooperate to a high-degree, and it may be at your own expense, and actually work against your own goals, objectives, and desired outcomes.
USES:
• When you realize you are wrong or inexperienced • When the issue is much more important to the other
person than to yourself• To build up social credits for later issues which are
important to you• When continued competition would only damage
your cause• When preserving harmony and avoiding disruption
are especially important• To aid in the managerial development of
subordinates by allowing them to experiment and learn from their own mistakes
26Training Confidential. For Internal Use Only
AVOIDING
This is when you simply avoid the issue. You aren’t helping the other party reach their goals, and you aren’t assertively pursuing your own. Sometimes issues will resolve themselves, but “hope is not a strategy”, and, in general, avoiding is not a good long term strategy.
USES:
• When an issue is trivial, and other more important issues are pressing
• When you perceive no chance of satisfying your concerns
• When the potential damage of confronting a conflict outweighs
27Training Confidential. For Internal Use Only
COLLABORATING
This is where you partner or pair up with the other party to achieve both of your goals. This is how you break free of the “win-lose” paradigm and seek the “win-win.”
USES:
• To find an integrative solution when both sets of concerns are too important to be compromised
• When your objective is to learn – e.g. testing your own assumptions, understanding the view of others
• To merge insights from people with different perspectives on a problem
• To gain commitment by incorporating other’s concerns into a consensual decision
• To work through the hard feelings which have been interfering with an interpersonal relationship
28Training Confidential. For Internal Use Only
COMPETING
This is the “win-lose” approach. You act in a very assertive way to achieve your goals, without seeking to cooperate with the other party, and it may be at the expense of the other party.
USES:
• When quick, decisive action is vital – e.g. emergencies• On important issues where unpopular courses of action
need to be implemented – e.g. cost cutting, discipline• On issues vital to company welfare• To protect yourself against people who take advantage of
non-competitive behaviour
29Training Confidential. For Internal Use Only
COMPROMISING
This is the “lose-lose” scenario where neither party really achieves what they want. This requires a moderate level of assertiveness and cooperation. The trap is to fall into compromising as an easy way out, when collaborating would produce a better solution.
USES:
• When goals are moderately important but not worth the effort or potential disruption of more assertive modes
• When two opponents with equal power are strongly committed to mutually exclusive goals – e.g. as in labor management bargaining
• To achieve temporary settlements to complex issues• To arrive at expedient solutions under time pressure• As a backup mode when collaboration or competition fails
to be successful
30Training Confidential. For Internal Use Only
Difference between Compromising & Collaborating
COMPROMISING COLLABORATINGThis means that each person gets
partially satisfied but not completely satisfied
By maintaining trust among participants, speaking and listening with sensitivity and empathy — it’s possible
to achieve total need satisfaction for both of them.
It’s a 50-50 split where each person gets a share of the available pie. But a compromise could also be a 75/25 split.The more one gets, the less the other gets.
With synergy, coming up with a creative solution that uniquely satisfies
everyone’s needs, we thus achieve a 100/100 resolution instead of a 50/50
split.
31Training Confidential. For Internal Use Only
• Neutralise your emotionsNeutralise your emotions• Explore causesExplore causes• Define an agreed outputDefine an agreed output• Consider alternativesConsider alternatives• Agree a solution, implement it and continually Agree a solution, implement it and continually
evaluate itevaluate it
Conflict Management Process
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What’s your Conflict Management What’s your Conflict Management
Style????Style????
What do you think???
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ACTIVITY – CONFLICT CLOSE UP
34Training Confidential. For Internal Use Only