When things dont workRecognizing & Resolving Conflicts

Professor Purnima Agarwal

Learning ObjectivesUnderstanding the fundamental concepts of conflict managementAcquire specific tactical approaches to conflict situationsApply the understanding to effectively assess & manage intrapersonal & interpersonal conflict

Conflict HappensA normal & inevitable part of lifeA periodic occurrence in any relationshipAn opportunity to understand opposing preferencesTerm derived from latin word Conflictus which means striking together a force-implies discord, frictionSynonyms of conflict- tension, disagreement, opposition, scarcity, blockage, battle, contest, a state of incompatibility of attitudes, emotions, behaviours, resources, goals or methods of achieving goals (competition or perceived form of interference or opposition )Equivalent to storm- threshold theory of tensionEquivalent to note on an organ

Not Good

Process of conflict

Levels &Types of conflictsOrganizationGroupIndividualWithin & between organizationWithin & between individualsWithin & between group

Are conflicts healthy/ disruptive(Conflict is an energy; demarcation neither clear nor precise)Impact of conflict indicates its functionalityHealthy/ Functional conflict( works towards the goal)Increases awareness on a growing problemEncourages innovative thinkingUnshackles different points of viewIncreases information baseCommunicated disagreements foster productivity/ effective problem solvingDisruptive conflict( acts as a block to reach goals)Results in name calling, personal attacks, tension, anxiety, stressPersons become silent, withdrawn, are afraid to speakLack of self & mutual respectGroup thinkReduced/ distorted information basePoor decision making

Conflict ManagementInevitability of conflicts highlights the needs of skills to manage conflictIt is a drama/ an art (objective is to achieve a creative, acceptable & realistic solution)It is the practice of identifying & handling conflict in a sensible, fair & efficient mannerIt is an opportunity to improve the situationIt means thai individuals need to develop several styles & decide which is most valuable in any given conflict situationConflict resolution skills enable to gain a deeper understanding & build more trusting relationships

Understanding Intra-personal conflictIntra-psychic (develops out of thoughts, emotions, values, needs, role expectations, Internal argument with self about somethingThreat to personal valuesFeelings of unfair treatmentMultiple & contradictory sources of socializationAntagonism towards self & transferred to associates, relationships, systemBarriers in the path of need goal traverseGoal conflictRole conflict- Inter-role, intra-role, person-role

Functionality of intra-personal conflictFunctionalProvides skills to develop better relationshipsLeads to deeper understanding of selfIncreases conflict resolution skillsAvoidance of ve & damaging reactionsDysfunctionalLeads to misunderstanding/ no understanding of needs & desires of selfUnder stress person is prone to higher risk to the effects of emotions drawn out in conflict

Resolving Intra-personal conflictUnderstand deep emotions & interests, stay in touch with selfControl emotions/focus on facts (n. Emotional intelligence)Be humorous to put things into perspectiveDevelop trusting relationshipsDevelop sense of personal power Identify the shoulds & should not's & their aftermath Ask, Is this should really something that I want to do Discriminate between wishes & actual intentions Ask what is keeping me from doing it Make a plan & implement it Assume responsibility

Interpersonal ConflictOccurs between co-workers, siblings, spouses, roommates * neighboursSources:---- Attribution error Personal differences Information deficiency Role incompatibility Topdog- Underdog culture Atmosphere of victory & defeat Games- Kick me, Yes-but Power relationship (Dependant)Win-lose(decision delays, dead locks, interference in listening) Differences in work orientations/ideologies Goals perceived as conflicting

Interpersonal Conflict Resolution( Change in perceptions for resources, power, goals, ideologies, relationships etc.)Ineffective techniquesNon-active approachSecrecyAdministrative orbitingDue process non-actionCharacter related labelling/ discreditsUse of avoidance style of management- It is based on fear, dysfunction; tendency to deny/avoid/ rationalize problem, anger/aggression; use of emotional appealsEffective techniquesWin-win strategySell before tell strategyAppeal to super ordinate goalsConfrontingIntegrative negotiationDistributive bargainingUse of approach styles of management- it is based on hope, positivity; Efforts are made to find a solution

HighHigh Adequacy of use of conflict management stylesLow In-group Integration

Resignation:Taking conflict with a sense of helplessness Ignoring conflict in the hope that unpleasant situation will be resolved by itself in due course of time.It is effective when outgroup is hostile & unreasonable

Withdrawal:To get away from the conflict by Avoiding any opportunity to work together; Withdrawal from situation or relationship; Physical separation; Defining the boundaries of interaction.It is effective when out group is hostile but open to reason. Let the hostility reduce

Avoidance Styles

3.Diffusion:

To buy time for healing, especially when emotional issues are involved Appeal to good sense for larger interest, since both are part of larger group& have common interestsSense of mutuality & interdependence may be the result, as persons involved may cool downArranging interaction through third party (Mediation)

4. Appeasement:Used for buying temporary peaceAgreeing with some demands of others in embarrassing and disturbing conflictIt is just like payment of blackmail, provides satisfaction to otherInvolves element of self sacrifice, yielding to views of otherO perceives P as weak & incapable of confronting the issueConflict remains unresolvedDemands of O increasePosturing gets stifferSituation deterioratesWhen P is wrong & wants to appear reasonableIssue is important for O as compared to PMaintaining harmony is of prime importance

Approach Styles1. Confrontation: Fighting out an issue to get a solution ones own favour Leads to win-lose trap, induces a hope of larger share Involves coercion & fails to reach a solution( Own position is enhanced & Os position is downgraded or greater comprehension of proposal of P viz a viz O) Typical bargaining Attack, counterattack, threats, loss of power, unpleasantness Negative stereotypes against the adversary Intellectual distortions Commonalities minimized & differences heightened 2. Arbitration: Intervention of third party to find acceptable solution. Conflict is postponed for time being, it remains unresolved Useful when competency& emotional issues are involved .

Compromise: Objective is to find mutually acceptable solution Involves splitting the differences, exchanging concessions, seeking middle ground, horse trading Process of sharing in the gain, without typically resolving the conflict. It is typical bargaining. Goal are moderately important Both parties are equal in power Time pressure Temporary solution is OKNegotiation: Provides most satisfactory solution. Both parties jointly confront the problem & explore solution. It is problem solving method. Useful when interest of both are too important to be compromised, need to learn from each others perspectives or work through hard feelings interfering in relationship

Dos& donts of resolving conflictsDosUnderstand that conflicts are inescapableResolve to address conflict quicklyFocus on the problemBe open to solutions Acknowledge the feelingsListen activelyDevelop a third storyMatch & lower, match & raiseSay this is true &----Contribution mapping

DontsFocus on personality traits that cant be changedInterrupt AttackDisregard the feelingsAvoid the conflictAllow emotions to take over conversationsImpose personal values/beliefsSilent treatmentUsage of but; blaming

Faced with the choice between changing ones mind & proving that there is no need to do so, almost everybody gets busy on the proof John Kenneth Galbraith Thank you