Transferable Skills DevelopmentMGT 495

Lecture - 3

FACILITATORProf. Dr. Mohammad Majid Mahmood Bagram

Management in Organizations-II

What we know….

Conflict is a naturally occurring phenomenon for human beings

People do not get involved in conflict situations unless they have some stake in the relationship or outcome or both

One can never truly resolve conflict, one can only manage conflict

The costs of unmanaged conflict can be high, but the gains from using differences creatively can also be great

Conflict can either be productive or destructive

What we know….

Why & how do we get in conflict situations?

Why Conflict Arise?

People differ… so they:

See things differently Want different things Have different thinking styles, which prompts them to disagree Are predisposed to disagree Have different personalities Have different status Have different goals Are influenced by fear, force, fairness or funds

THE ISSUES

The Facts: present situation, problems

The Goals: how things ought to be, the future conditions sought

The Methods: the best, the easiest, the quickest, the most ethical

The Values: the beliefs about priorities that should be observed in choosing goals & methods

The History: what has gone on before

Theories of Conflict

Traditional Theory

conflicts are caused by trouble-makers

conflicts are bad

conflicts should be avoided

Modern Theory

conflicts are expected between human beings

conflicts are often beneficial

conflicts are the natural result of change

conflicts can and should be managed

Types of Conflict

Differences in Style. – People's style for a completing job can differ.– e.g. one person may just want to get the work done quickly (task

oriented), while another is more concerned about having it done a particular way e.g. artistic

Differences in Background/Gender– Conflicts can arise between people because of differences in

educational backgrounds, personal experiences, gender and political preferences.

Differences in Personality– This type of conflict is often fueled by emotion and perceptions

about somebody else's motives and character. – e.g. a team leader jumps on someone for being late because he

perceives the team member as being lazy. The team member sees the team leader as being irrational.

Interdependence Conflicts– A person's job depends on someone else's co-operation, output or

input.– E.g., a sales-person is constantly late inputting the monthly sales

figures which causes the accountant to be late with her reports.

Differences in Leadership– Leaders have different styles. Employees who change from one

supervisor to another can become confused – E.g.. one leader may be more open and delegates responsibility

while another may be more directive. For an employee, it becomes a conflict situation.

Types of Conflict

Resolving Conflicts

1. Step One: Set the Scene • Understand the situation rationally

2. Step Two: Gather Information• Understand each others needs and concerns

3. Step Three: Agree to a Problem• Define a mutual Problem

4. Step Four: Brainstorm Possible Solutions• Think of all the possible solutions

5. Step Five: Negotiate a Solution• Come to solution that is agreed by both the groups

If the situation remains a conflict, then consider seeking a third party to mediate.

11

1. Recognize conflict is a process to be managed, not avoided or eliminated.

2. Conflict is a problem to be solved, not a battle to be won.

3. Stay focused on the problem or issue to be solved.

More Techniques…

More Techniques…

4. Ask Open-Ended Questions.5. Listen Actively6. Keep emotions in control.7. Separate People from the

Problem.8. Focus on Interests, Not

Positions.9. Use Ground Rules

Conflict Styles

RELATIONSHIP

High Importance

Low ImportanceHighImportance

GOALS

3 5

1 2

4

High Importance

Low ImportanceHighImportance

3 5

1--Turtle 2

4

RELATIONSHIP

GOALS

Conflict Styles

Turtle - Withdrawing

Avoid conflict at all costs Give up their personal goals & relationships Believe it is hopeless to try to resolve conflict Feel helpless Easier to withdraw than face conflict

High Importance

Low ImportanceHighImportance

3 5

1 2--Shark

4

GOALS

RELATIONSHIP

Conflict Styles

Shark - Forcing

Try to overpower opponents by forcing them to accept their solutions

Not concerned with needs of others Do not care about how others perceive them Believe in winning and losing Winning gives them a sense of pride Try to win by attacking, & threatening others

High Importance

Low ImportanceHighImportance

3--Teddy Bear 5

1 2

4

GOALS

RELATIONSHIP

Conflict Styles

Teddy Bear--Smoothing

Relationships most important, goals of little importance

Want to be accepted and liked by other people Believe conflict should be avoided in favour of

harmony Fearful that conflict will hurt someone

High Importance

Low ImportanceHighImportance

3 5

1 2

4--Fox

GOALS

RELATIONSHIP

Conflict Styles

Fox--Compromising

Moderately concerned with relationships and goals

Willing to sacrifice part of their goals and relationships in order to find agreement for the common good

High Importance

Low ImportanceHighImportance

3 5--Owl

1 2

4

GOALS

RELATIONSHIP

Conflict Styles

Owl--Collaborating

Value goals and relationships View conflicts as problems to be solved See conflicts as improving relationships by

reducing tension Seek solutions that satisfy both parties Not satisfied until solution is found and

tension is reduced

Which style is better?

Decide on a SMART agreement

S Specific M Mutually acceptable A Appropriate R Realistic T Time based

In any business situation, SOLVING THE PROBLEM IS THE

GOAL…NOT WINNING!

FACILITATORProf. Dr. Mohammad Majid Mahmood