Post on 29-Nov-2014
description
transcript
By Ramkumar
CONFLICT MANAGEMENT
ANDRESOLUTION TECHNIQUES
WHAT IS CONFLICT?
It is simply defined as disagreement, be it violent or subtle form between two persons or parties.
CONFLICT
CONFLICT MANAGEMENT: Conflict management
is the process of planning to avoid conflict wherever possible and organising to resolve conflict where it does happen, as rapidly and smoothly as possible.
COMPETITION VS CONFLICT
•Both occurs when 2 or more parties engage.•Differ in degree of self interest displayed •In conflict one party prevents the success of other.E.g.: Hockey, football.•In competition no direct interference of one party with other.E.g.: track events.
COMPETITION
CONFLICT
2 MAJOR SOURCESSTRUCTURAL(EXTERNAL): Conflicts which stem from nature of organisation & the way in which work is organised.PERSONAL(INTERNAL): Conflicts which arises from difference among individual.
STRUCTURAL
PERSONAL
SOME COMMON SOURCES---scarcity of resources (finance, equipment,
facilities, etc) ---different attitudes, values or perceptions ---disagreements about needs, goals, priorities and interests ---poor communication ---poor or inadequate organisational structure ---lack of teamwork ---lack of clarity in roles and responsibilities
Positive Outcomes of Conflicts Conflicts can have constructive outcomes when they are properly handled. They can: (1) Provide greater interest in the topic of discussion, (2) Cause attention to be drawn to the existing problems, (3) Cause diffusion of ideas for the solution for other problems, (4) Promote understanding, (5) Motivate one to work more efficiently.
TYPESINTRAPERSONAL
INTER PERSONAL
INTER GROUP
INTER ORGANISATIONAL
INTRA-within…….INTER-betweenIntrapersonal: Sick child at schoolInter personal: Personalities,values,attitudes…Inter group: Different views, resources.Inter organisational: Similar objectives,govt agency&org,head office&manufacturing unit.
CONFLICT RESOLUTION TECHNIQUES
Conflict resolution techniques implies that conflicts can be resolved--finished, completed, overcome, or permanently settled through these techniques.
THOMAS RESOLUTION STYLE
VIDEO
COMPETING: Competing is assertive and uncooperative an individual pursues his own concerns at the other person's expense. This is a power-oriented mode in which you use whatever power seems appropriate to win your own position your ability to argue, your rank, or economic sanctions. Competing means "standing up for your rights," defending a position which you believe is correct, or simply trying to win.
ACCOMMODATING: Accommodating is unassertive and cooperative the complete opposite of competing. When accommodating, the individual neglects his own concerns to satisfy the concerns of the other person; there is an element of self-sacrifice in this mode. Accommodating might take the form of selfless generosity or charity, obeying another person's order when you would prefer not to, or yielding to another's point of view.
AVOIDING: Avoiding is unassertive and uncooperative the person neither pursues his own concerns nor those of the other individual. Thus he does not deal with the conflict. Avoiding might take the form of diplomatically sidestepping an issue, postponing an issue until a better time, or simply withdrawing from a threatening situation
AVOIDING
AVOIDING
COLLABORATING: Collaborating is both assertive and cooperative the complete opposite of avoiding. Collaborating involves an attempt to work with others to find some solution that fully satisfies their concerns. It means digging into an issue to pinpoint the underlying needs and wants of the two individuals. Collaborating between two persons might take the form of exploring a disagreement to learn from each other's insights or trying to find a creative solution to an interpersonal problem.
COLLABORATING
COMPROMISING: Compromising is moderate in both assertiveness and cooperativeness. The objective is to find some mutually acceptable solution that partially satisfies both parties. It falls intermediate between competing and accommodating. Compromising gives up more than competing but less than accommodating. Likewise, it addresses an issue more directly than avoiding, but does not explore it in as much depth as collaborating. In some situations, compromising might mean splitting the difference between the two positions, exchanging concessions, or seeking a quick middle-ground solution.
@Recognize that conflict is an long-lasting part of organizational behavior, and develop the skills to be able to analyze and manage it.@When conflict occurs, try to identify its source and move quickly to intervene to find a solution before the problem escalates.
Advice to Managers
• @Whenever you make an important change to role and task relationships, always consider whether the change will create conflict. Recognize that good organizational design can prevent conflict from emerging.
• @Recognize that the appropriateness of a conflict management strategy depends on the source of the conflict.
14 WAYS TO NOURISH CONFLICT
Not listeningA hostile reactionInsultsYellingJudgments or assumptionsSelf-interest
Unrealistic expectationsBlameSarcasmHarsh wordsInsincerityA "How is that my problem?" attitudeMinimizing a problemJudging a reaction
Three methods of resolving situations that have reached the stage of open conflict are
NEGOTIATION
MEDIATION
ARBITRATION
THANK YOU