Stress and Conflict Management - Personality types

8/3/2019 Stress and Conflict Management - Personality types

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Stress ManagementStress Management´life is 10 per cent what happens to me and ´life is 10 per cent what happens to me and

90 per cent how I react to it.µ 90 per cent how I react to it.µ

--- --- Charles Charles Swindoll Swindoll, author & , author & speaker speaker





At the end of this module you willAt the end of this module you willbe able to:be able to:

Define Workplace StressDefine Workplace Stress

Identify and list OrganizationalIdentify and list OrganizationalStressorsStressors

Define and demonstrate ¶CopingDefine and demonstrate ¶Copingwith stress and remedies·with stress and remedies·



Stress is an internal response toStress is an internal response tostimuli or pressures that challengestimuli or pressures that challenge

an organism's ability to adapt oran organism's ability to adapt orcope.cope.



Organizational stress in the stress incurredOrganizational stress in the stress incurredin the process of working in organizationsin the process of working in organizations

Numerous organizational factors areNumerous organizational factors are

severely stress inducingseverely stress inducing--TheTheorganizational Structure, its culture, theorganizational Structure, its culture, thenature of the work it does, the way itnature of the work it does, the way itorganizes work, the people who workorganizes work, the people who workthere etc can all be stress inducing to anthere etc can all be stress inducing to anindividualindividual

The stress that results from a specificThe stress that results from a specific

occupation is called occupational stressoccupation is called occupational stress



Role & Task stressorsRole & Task stressors (Role ambiguity, single(Role ambiguity, singlerole conflict, multiple role conflict, transition,role conflict, multiple role conflict, transition,entrapment, burn out, nature of the task andentrapment, burn out, nature of the task and

risk involved, Decisionrisk involved, Decision--making etc under/overmaking etc under/overstimulation )stimulation )

People relatedPeople related ( Relationship with superiors,( Relationship with superiors,peers, subordinates, customers, interpersonalpeers, subordinates, customers, interpersonalconflict, harassment, animosities , bullying,conflict, harassment, animosities , bullying,

victimization, organizational politics etc)victimization, organizational politics etc)PersonalPersonal (Indiscipline , non assertiveness, poor(Indiscipline , non assertiveness, poortime/change management, lack of knowledge,time/change management, lack of knowledge,skills & attitudes)skills & attitudes)



FunctionalFunctional

Identify &Identify &

understand causesunderstand causes Reset goalsReset goals

Change & adaptChange & adaptbehavior to suitbehavior to suitpeople andpeople andcircumstancescircumstances

Change until desiredChange until desiredeffects are producedeffects are produced

DysfunctionalDysfunctional

Get drunkGet drunk

Get violentGet violent Fall illFall ill

Absent from workAbsent from work

Turn in lowTurn in low

quality workquality work Get disappointed,Get disappointed,

dejected,dejected,depresseddepressed



Type A:Type A:1.1. Achieve goalsAchieve goals2.2. CompeteCompete3.3.

Desire for recognition & promotionDesire for recognition & promotion4.4. Multitasking Multitasking 5.5. Doing things fastDoing things fast6.6. High alertnessHigh alertness

Type B:Type B:

1.1. RelaxedRelaxed2.2. Let goLet go3.3. Happy go luckyHappy go lucky



Stress cannot be eliminated; stressStress cannot be eliminated; stresscan only be managedcan only be managed

Stress is not due to stressorsStress is not due to stressors

themselves but due to ourthemselves but due to ourreaction to stressorsreaction to stressors

Stress management does notStress management does notimply controlling pressure butimply controlling pressure but

controlling our response tocontrolling our response topressurepressure

Stress Management involves aStress Management involves awhole new way of thinkingwhole new way of thinking



1.1. Clear expectationsClear expectations

2.2. FeedbackFeedback

3.3. Training, Coaching & CounsellingTraining, Coaching & Counselling4.4. IntraIntra--team workingteam working

5.5. Wellness center (Gymnasium, healthWellness center (Gymnasium, healthcenter, relaxation room, healthcenter, relaxation room, health

insurance)insurance)

6.6. AppreciationAppreciation

7.7. Appraisals & Career DevelopmentAppraisals & Career Development



Causes

1. Poor timemanagement

2. Resistant toChange

3. Poor peoplemanagement

4. Non assertiveness

5. Poor personaleffectiveness

RemediesRemedies

1.1. Plan , prioritize and &Plan , prioritize and &focus on workfocus on work

2.2. Accept & adapt toAccept & adapt tochangechange

3.3. Build good professionalBuild good professionalties with internal &ties with internal &

external customersexternal customers4.4. Be assertive, acceptBe assertive, accept

realistic workload andrealistic workload anddead linesdead lines

5.5. Develop a disciplinedDevelop a disciplinedlifestylelifestyle



For Self For Self

1.1. Plan your workPlan your work

2.2. Create & adhere toCreate & adhere to

schedulesschedules3.3. Build goodBuild good

professional tiesprofessional ties

4.4. Establish rapportEstablish rapport

with bosswith boss5.5. Be assertive, acceptBe assertive, accept

realistic workloadrealistic workloadand dead linesand dead lines

For SubordinatesFor Subordinates

1.1. Set realistic goals &Set realistic goals &schedulesschedules

2.2. Monitor and controlMonitor and controlworkwork

3.3. Create integratedCreate integratedteamsteams

4.4. Set behavioralSet behavioralexpectationsexpectations

5.5. Plan workload andPlan workload anddeadlines accordingdeadlines according

to ability and capacityto ability and capacity



Cognitive reengineering throughCognitive reengineering through

Rational Emotional Behavior TherapyRational Emotional Behavior Therapy(Change your beliefs & attitudes and live(Change your beliefs & attitudes and live

a positive life) a positive life) NeuroNeuro--linguistic Programminglinguistic Programming (Train(Train

your mind to experience positiveyour mind to experience positivefeelings) feelings)

Creative VisualizationCreative Visualization (Will things to (Will things to happen) happen)

Self Hypnosis & AutoSelf Hypnosis & Auto--SuggestionSuggestion(Tapping the power of your (Tapping the power of your subconscious mind) subconscious mind)



B ody related (Uncontrolled eating,obesity, Unhealthy habits like smoking,drug abuse, alcoholism )etc

Mind related (irrational beliefs, attitudes and values and negative thinking and emotions)

B

ehavioral elements (like poor timemanagement, resistance to change, non- assertiveness, no goals, no motivationetc)



Irrational Belief Inventory



First check what scores you have given toFirst check what scores you have given to Q.No·sQ.No·s: 1,: 1,8, 10, 12, 15, 17, 26, 27, 30, 42, 46, 48, 49 and reverse8, 10, 12, 15, 17, 26, 27, 30, 42, 46, 48, 49 and reversethe scores as follows:the scores as follows:

(1 = 5, 2 = 4, 3 = 3, 4 = 2, 5 = 1)(1 = 5, 2 = 4, 3 = 3, 4 = 2, 5 = 1)

Now total up your scores for the following questions:Now total up your scores for the following questions:

AA -- 1, 2, 6,7,8,10,16,19, 22, 26,28,32 (20 + irrational1, 2, 6,7,8,10,16,19, 22, 26,28,32 (20 + irrationalworry)worry)

BB ²² 3,4,9,14,18,20,24,29,33,34,35,38,39,40 (23+3,4,9,14,18,20,24,29,33,34,35,38,39,40 (23+irrationally rigid)irrationally rigid)

CC ²² 11,13,25,27,31,36,40,44,45,47 (16+ irrational11,13,25,27,31,36,40,44,45,47 (16+ irrationalfear of responsibility)fear of responsibility)

DD ²² 5, 21,23, 37, 43, 48, 50 (11 + irrational5, 21,23, 37, 43, 48, 50 (11 + irrationalattention seeker)attention seeker)

EE ²² 12,15,17, 30, 42, 46, 49 (11 + irrational12,15,17, 30, 42, 46, 49 (11 + irrationalattention seeker)attention seeker)



Assertiveness TrainingAssertiveness Training (Learn to handle(Learn to handledifficult people) difficult people)

Transactional AnalysisTransactional Analysis (learn(learninterpersonal skills and have better interpersonal skills and have better relationships) relationships)

Heighten self Heighten self--awareness andawareness andintegrate personalityintegrate personality - - perception of theperception of the

moment, especially in terms of their moment, especially in terms of their relationships with other people and also withrelationships with other people and also withtheir environment.) their environment.)



Assertiveness Inventory





Activity Activity



MeditationMeditation

Yoga (asana &Yoga (asana & pranayamapranayama))

PrayerPrayer

BhajanBhajan

Listen to discoursesListen to discourses

Auto SuggestionAuto Suggestion



At the end of this module we were able to:At the end of this module we were able to:

Define Workplace StressDefine Workplace Stress Identify and list OrganizationalIdentify and list Organizational

StressorsStressors

The Effect of Stress on OrganizationalThe Effect of Stress on Organizational

Well being and employee wellnessWell being and employee wellness



ObjectivesObjectives

At the end of the session we will be able toAt the end of the session we will be able to

To identify causes of conflictsTo identify causes of conflicts

To identify the levels of conflictsTo identify the levels of conflicts

Explain resolution strategies inExplain resolution strategies in

organisationorganisation





TraditionalTraditional

1.1. Conflict is avoidableConflict is avoidable

2.2. Conflict is caused byConflict is caused bymanagement errormanagement error

3.3. Conflict disruptsConflict disruptsorganisationorganisation andandprevent optimalprevent optimalperformanceperformance

4.4. Management is toManagement is toeliminate conflicteliminate conflict

5.5. optimal performanceoptimal performancerequires the removal of requires the removal of conflictsconflicts

Current viewCurrent view

1.1. Conflict is inevitableConflict is inevitable

2.2. Conflict arises from manyConflict arises from manylike org. Structure,like org. Structure,

differences in goals,differences in goals,differences in perceptionsdifferences in perceptionsand values of peopleand values of people

3.3. Conflict contributes andConflict contributes anddetracts org. performancedetracts org. performance

4.4. Management is to manageManagement is to managelevel of conflicts andlevel of conflicts andresolutionsresolutions

5.5. Optimal org. performanceOptimal org. performancerequires moderate level of requires moderate level of conflictconflict



FunctionalFunctional

Increased involvementIncreased involvement

Increased cohesionIncreased cohesion

Increased innovationIncreased innovationand creativityand creativity

Personal developmentPersonal developmentand changeand change

Clarification of keyClarification of keyissuesissues

OrganisationalOrganisationalvibrancyvibrancy

IndividialIndividial and groupand groupidentitiesidentities

DysfunctionalDysfunctional

Unresolved angerUnresolved anger

Personality clashesPersonality clashes

Less self esteemLess self esteem InefficiencyInefficiency

Diversion of energyDiversion of energyfrom workfrom work

Wastages of Wastages of resourcesresources

Negative climateNegative climate

Group cohesionGroup cohesion

disrupteddisrupted



Latent

conflict

Perceived

conflictFelt

conflict

Manifest

conflict

Functional

conflict

Dysfunctio

nal conflict



1.1. IntraIntra--personal conflictpersonal conflict

2.2. InterInter--personal conflictpersonal conflict

3.3. IntraIntra--group conflictgroup conflict4.4. InterInter--group conflictgroup conflict





People demonstrate and model the values in action inPeople demonstrate and model the values in action intheir personal work behaviors, decision making,their personal work behaviors, decision making,contribution, and interpersonal interaction.contribution, and interpersonal interaction.

Organizational values help each person establishOrganizational values help each person establishpriorities in their daily work life.priorities in their daily work life.

Values guide every decision that is made once theValues guide every decision that is made once theorganization has cooperatively created the values andorganization has cooperatively created the values andthe value statements.the value statements.

Rewards and recognition within the organization areRewards and recognition within the organization arestructured to recognize those people whose workstructured to recognize those people whose workembodies the values the organization embraced.embodies the values the organization embraced.



Organizational goals are grounded in the identifiedOrganizational goals are grounded in the identifiedvalues.values.

Adoption of the values and the behaviors that resultAdoption of the values and the behaviors that resultis recognized in regular performance feedback.is recognized in regular performance feedback.

People hire and promote individuals whose outlookPeople hire and promote individuals whose outlookand actions are congruent with the values.and actions are congruent with the values.

Only the active participation of all members of theOnly the active participation of all members of theorganization will ensure a truly organizationorganization will ensure a truly organization--wide,wide,valuevalue--based, shared culture.based, shared culture.



ACCOMMODATION COLLABORATION

COMPROMISE

AVOIDANCE COMPETITION

ASSERTIVENESS

C O OP ER

ATI VE NE S S



IntraIntra--PersonalPersonal

Remove BarriersRemove Barriers

Cognitive DissonanceCognitive Dissonance

Refuse to select either approachRefuse to select either approach

MinimiseMinimise andand prioritiseprioritise rolesroles

Develop compatibility between personalDevelop compatibility between personal

andand organisationalorganisational goalsgoalsDevelopDevelop SatwikSatwik GunasGunas



LoseLose--LoseLose

LoseLose--Win Win

Win Win--Win Win

Developing complementary transactionsDeveloping complementary transactions

Altering Altering behaviouralbehavioural inputsinputs



RealisingRealising that divided they stand united theythat divided they stand united theyfallfall

InterInter--groupgroup

Problem solvingProblem solving

OrganisationalOrganisational redesignredesign

SuperordinateSuperordinate goalsgoals

Expansion of resourcesExpansion of resources AvoidenceAvoidence

SmoothenSmoothen



Examine what is causing troubleExamine what is causing trouble

Bringing the conflicting parties toBringing the conflicting parties todiscussdiscuss

Clarifying expectations and rolesClarifying expectations and roles

UtilisingUtilising constructive feedbackconstructive feedback

Reaching agreementsReaching agreements



Focus on issues not personalitiesFocus on issues not personalities

Encourage both sides to be objectiveEncourage both sides to be objective

Evaluate concerns of both partiesEvaluate concerns of both parties

Encourage people to listen to other·sEncourage people to listen to other·sviewview

Encourage points of agreementEncourage points of agreement Don·t dwell on angerDon·t dwell on anger



Did we achieve our objectives?Did we achieve our objectives?

Did we make action plan for managing stressDid we make action plan for managing stressand conflicts?and conflicts?

Tell what we have learntTell what we have learnt not we have beennot we have been

toldtold Most you likeMost you like

Least you likeLeast you like ²² suggestionssuggestions

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Stress and Conflict Management - Personality types

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