Managing

Situations

Diff icu lt

Welcome to the session on… …

:: Conflict Management ::

Conflict !?

Objectives

-To understand “Conflict” in organization

-To manage our own emotional responses to difficult situations

-To manage conflict more effectively

Session Plan…

-Discussion about “Conflict”

-Handling conflicting situation: A game play

-Team interaction

-Discussion about “Conflict Management”

-Quiz

-Case Study

-Session Evaluation ].[

A simple test of Conflict…

Look at the words below and say the COLOR, not the WORD, e.g.

CONFLICT, MANAGEMENT…… ready ?

YELLOW BLUE ORANGEBLACK RED GREENPURPLE YELLOW REDORANGE GREEN BLACKBLUE RED PURPLE

Left – Right Conflict !!!

Your right brain tries to say the color but

your left brain insists on reading the word

A mind set… 1

“Life is difficult, that is the norm”

A mind set… 2

“We are responsible for ourown life situation and the choices we makeabout responding to it”

A mind set… 3

“Sometimes we will win and sometimes others will win- we have to accept both, cordially.

What is Conflict…

“Conflict is a difference of interests, understanding, values, style or opinion”

“Conflict exists when actions of one person prevent, block, interfere, injure or in some way make achievement of another person’s goals less likely”

“Conflict is the fight, collision, struggle or contest between competitors” ].[

Why Conflict…

-Different values and beliefs-Role pressure or clarification-Perception differences-Diverse goals or objectives-Group status or identity-Race, ethnicity, or gender differences-Personality clash or conflict-Competition for limited resources-Disagreement on how things should be done-Personal, self, or group interest-Tension and stress-Informational deficiency-Power and influence ].[

The Good and Bad…

Functional conflict contributes to the achievement of the goals of the group or the organization. Functional conflict should be nurtured, if not encouraged.

Dysfunctional conflict impedes the organization from accomplishing its goals. Dysfunctional conflict should be reduced or removed. ].[

The Span of Conflict…

Intrapersonal

Inter-personal(Intra-group)

Inter-group

Levels of Conflict…

Discomfort

Incidents

Misunderstandings

Tension

Crisis

Things don’t

feel right

Short, sharp exchange

occurs

Motives and facts are confused

Negative attitudes and

fixed opinions

Normal functioning becomes difficult

Positive Forces of Conflict…

-Stimulates interest

-Means for problems to be heard

-Increases cohesiveness

-Promotes change

-Provides means to work together ].[

Negative Forces of Conflict…

-Diverts attention from important issues

-May damage morale

-May cause polarization

-Reinforces differences in values

-Produces irresponsible and regrettable behaviors

GAME PLAY

Game: “Conflict for Survival”

1. Sextant2. Mirror3. Jar of water4. Mosquito net5. One case of army ration6. Map of Bay of Bengal7. Floating seat cushion8. One can of oil-gas mixture9. Small transistor radio10. Shark repellent11. 3 sqft opaque plastic sheet12. One bottle of rum13. 5m of nylon rope14. 2 boxes of chocolate bars15. Fishing kit

Game: “Conflict for Survival”Official ratings of the items

1. Mirror2. One can of oil-gas mixture3. Jar of water4. One case of army ration5. 3 sqft opaque plastic sheet6. 2 boxes of chocolate bars7. Fishing kit8. 5m of nylon rope9. Floating seat cushion10. Shark repellent11. One bottle of rum12. Small transistor radio13. Map of Bay of Bengal14. Mosquito net15. Sextant

!?

Team Interaction

Styles of Conflict Management

1. Forcing

2. Avoiding

3. Accommodating

4. Compromising

5. Collaborating

Styles of Conflict Management

Style 1 Forcing(Win-Lose)

Objective Get your way.

Your Posture

“I know what’s right. Don’t question my judgment or authority.”

Supporting Rationale

It is better to risk causing a few hard feelings than to abandon a position you are committed to.

Likely Outcome

You feel vindicated, but other party feels defeated and possibly humiliated. ].[

Styles of Conflict Management

Style 2 Objective Your Posture Supporting Rationale

Likely Outcome

Avoiding(Lose-Win)

Avoid having to deal with conflict.

“I’m neutral on that issue. Let me think about

it.”

Disagreements are inherently bad because they create

tension.

Interpersonal problems don’t get resolved, causing

long-term frustration manifested in a variety of ways.

Styles of Conflict Management

Style 3 Objective Your Posture Supporting Rationale

Likely Outcome

Accommodating(Lose-Win)

Don’t upset the

other person.

“How can I help you feel good about this

encounter? My position isn’t so

important that it is worth risking bad

feelings between us.”

Maintaining harmonious relationships should be

our top priority.

Other person is likely to

take advantage

of you.

Styles of Conflict Management

Style 4 Compromising(Lose-Lose)

Objective Reach an agreement quickly.

Your Posture

“Let’s search for a mutually agreeable solution.”

Supporting Rationale

Prolonged conflicts distract people from their work and engender bitter feelings.

Likely Outcome

Participants become conditioned to seek an expedient, rather than effective solution.

Styles of Conflict Management

Style 5 Collaborating(Win-Win)

Objective Solve the problem together.

Your Posture

“This is my position. What is yours? I’m committed to finding the best possible solution.”

Supporting Rationale

The positions of both parties are equally important (though not necessarily equally valid). Equality emphasis should be placed on the quality of the outcome and the fairness of the decision-making.

Likely Outcome

Participants find an effective solution.

Styles of Conflict Management

SOLVING THE

PROBLEM IS THE

GOAL…NOT WINNING!

Please, remember…

Guidelines for effective Collaboration

Initiator Mediator Respondent

Guidelines for effective Collaboration

The Initiator- Maintain personal ownership of the problem.- Succinctly describe your problem in terms of

behaviors, consequences and feelings (“When you do X, Y happens, and I feel Z.”) Use a specific incident to explore the root causes of a problem.

- Avoid making accusations and attributing motives to the respondent.

- Specify the expectations or standards that have been violated.

- Persist until understood.- Encourage two-way interaction by inviting the

respondent to express his or her perspective and ask questions.

- Don’t “dump” all your issues at once. Approach multiple issues incrementally. Proceed from simple to complex, easy to hard.

- Appeal to what you share (principles, goals, constraints).

Guidelines for effective Collaboration

The Mediator• Acknowledge that conflict exists and treat it seriously.• Construct a manageable agenda by breaking down

complex or multiple issues. • Do not take sides. Remain neutral regarding the

disputants as well as the issues as long as violation of policy is not involved.

• Focus the discussion on the impact the conflict is having on performance and the detrimental effect of a continued conflict.

• Keep the interaction issue oriented, not personality oriented. Also, make sure that neither disputant dominates the conversation.

• Help disputants keep their conflict in perspective by identifying areas of agreement or common viewpoint.

• Help disputants generate multiple alternatives in a nonjudgmental manner.

• Make sure that both parties are satisfied with the proposed resolution and committed to implementing it.

Guidelines for effective Collaboration

The Respondent• Respond appropriately to the initiator’s emotions. If

necessary, let the person “blow off steam” before addressing substantive issues.

• Establish a climate for joint problem solving by showing genuine concern and interest. Respond empathetically, even if you disagree with the complaint.

• Avoid justifying your actions as your first response.• Seek additional information about the problem. Ask

questions that channel the initiator’s remarks from general to specific and evaluative to descriptive statements.

• Focus on one issue, or one part of an issue, at a time.• Agree with some aspect of the complaint (facts,

perceptions, feelings, or principles).• Ask the initiator to suggest more acceptable behaviors.• Agree on a remedial plan of action. ].[

Summary

-Conflict is essential to the survival of the organization.

-Conflict should not only be accepted but encouraged in organizations.

-Effective conflict management includes both stimulation and reduction of conflict.

-Conflict management is the responsibility of all employees

-Understanding your style can assist in working with others

-All styles have their place, but collaboration is best for most work situations ].[

Thank You