Manajemen Konflik

Dra. Trias Setiawati, M.Si

14/10/2022Management/Ch-1/Managing in

the 21st Century 2

Managers Organization : a group of people with formally assigned who work together to achieve the stated goals of the group

Manager : A person who plans, organizes, leads and controls the work of others so that the organization achieves its goals

Management : The managers of an organization or the study of what managers do

14/10/2022Management/Ch-1/Managing in

the 21st Century 3

Why Managers Today Face Increased Competition & Change1. Technological Innovation2. Globalization3. Deregulation4. Changing political systems5. Category killers6. The new global workforce7. A shift to service and knowledge

work

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the 21st Century 4

c. The Future Is Now1. The modern organization2. The new management

◦ Smaller organizational units◦ Team-based organizations◦ Empowered decision making◦ Flatter organizational structures◦ New bases of management power◦ Knowledge based-organizations◦ An emphasis on vision and values◦ Managers are change agents◦ Leadership Is key◦ More companies are becoming E-

based

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the 21st Century 5

Creating Change Successful managers cultivate

three process aimed at getting employees to focus their attention on creating change:1. The entrepreneurial process2. The competence-building process3. The renewal process

Pengertian Konflik Konflik: Aspek Negatif

dan Positif Model Penyelesaian

Konflik Strategi Penanganan

Konflik Konflik Sosial

/Komunitas10/14/2022 6

Manajemen Konflik

Konfik: ketidaksetujuan / perbedaan kepentingan di antara individu yang terhubung secara akrab

Konflik Sosial: ketidaksetujuan / perbedaan kepentingan di antara (personel yang mewakili) satu lembaga dan (personel yang mewakili) lembaga lain

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Pengertian Konflik

[15th century. From Latin conflictus , past participle of confligere “to strike together, fight,” from fligere , to strike (source of English PROFLIGATE and INFLICT).]

-con·flic·tion [kən flíkshən], noun -con·flic·tive [kən flíktiv], adjective -con·flic·to·ry [kən flíktəree], adjective -con·flic·tu·al [kən flíkchoo əl], adjective

Microsoft® Encarta® Reference Library 2005. © 1993-2004 Microsoft Corporation. All rights reserved.

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Akar kata Konflik

noun [kón flìkt] (plural con·flicts) 1. MILITARY war: a continued struggle or battle, especially open warfare between opposing forces news that the conflict had reached the outskirts of the capital

2. difference: a disagreement or clash between ideas, principles, or people The two sides came into conflict over the proposed contract.

3. PSYCHOLOGY mental struggle: a psychological state resulting from the often unconscious opposition between simultaneous but incompatible desires, needs, drives, or impulses

4. LITERATURE plot tension: opposition between or among characters or forces in a literary work that shapes or motivates the action of a plot

Microsoft® Encarta® Reference Library 2005. © 1993-2004 Microsoft Corporation. All rights reserved.

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Konflik secara bahasa

1.Conflict : One party perceives its interests are being opposed or set back by another party

2. Functional Conflict Serves organization’s interests

3. Dysfunctional Conflict Threatens organization

interests

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Conflict : A Modern Perspective

Dua orang/ lembaga yg terlibat konflik (pasti) hubungan mereka jelek sekali

Konflik melukai hubungan interpersonal/ hubungan antarlembaga

Konflik itu buruk karena menimbulkan keberadaan diri / lembaga yg negatif

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Anggapan Umum tentang Konflik

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The Relationship between conflict Intensity & Outcomes

Low Moderate High

Negative

Positive

Neutral

OUTCOMES

INTENSITY

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Antecedents Konflik (1)1. Menghasilkan sesuatu yang fungsional dan yang

disfungsional2. Ketidaktepatan person atau sistem nilai3. Overlapping atau ketidakjelasan ruang lingkup

pekerjaan 4. Kompetisi pada sumber daya yang terbatas5. Kompetisi dalam suatu departemen dan antar

kelompok6. Tugas yang saling tergantung

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Antecedent Konflik (2)7. Kompleksitas Organisasi8. Ketidak rasionalan atau ketidakjelasan kebijakan,

standar atau aturan9. Deadline yang tidak masuk akal atau tekanan yang

sangat ekstrim10. Pengambilan keputusan secara kolektif11. Pengambulan keputusan dengan konsensus12. Harapan yang tidak terpenuhi13. Tekanan konflik atau konflik yang tidak

terpecahkan

Agreement Stronger relationship Learning

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Desired Conflict Outcomes

1. Personality Conflict : Interpersonal opposition derived by personal dislike or disagreement

2. Value Conflict : (Personal) Durable belief in a way of behaving or an end state

3. Value System : The organization of one’s beliefs about preferred ways of behaving and end-states of belief

4. Instrumental values : Personality preferred ways of behaving

5. Terminal Values : Personality preferred end-states

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Types of Conflict (1)

Value conflict :◦Intra personal value conflict◦Interpersonal value conflict◦Individual-Organization Value Conflict

Inter group Conflict◦In-Group Thinking : The Seeds of inter group conflict

Cross cultural Conflict

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Types of Conflict (2)

Stimulating Functional Conflict◦Programmed conflict : Encouraged different opinions without protecting management’s personal feeling◦Devil’s Advocacy : Assigning someone the role of critic◦Dialectic Method : Fostering a debate of opposing viewpoints to better understand an issue10/14/2022 18

Managing Conflict (1)

Beberapa alternatif dalam mengelola disfungsional konflik ◦Integrating (Problem solving)◦Obliging (smoothing)◦Dominating (Forcing)◦Avoiding◦Compromising

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Mengelola Konflik (2)

Third-Party Interventions◦Conflict Triangles: Conflicting parties involve a third person rather than dealing directly with each other

Alternative Dispute Resolution (ADR)◦ Avoiding costly lawsuits by resolving conflicts informally or through mediation or arbitration

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Mengelola Konflik (3)

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Enam Paradigma Interaksi manusia1. Menang/Menang2. Menang/Kalah3. Kalah/Menang4. Kalah/Kalah5. Menang6. Menang/Menang atau tidak sama

sekali

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1Menang/Menang

KARAKTER

2Menang/MenangHUBUNGAN

3Menang/Menang

KESEPAKATAN

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Dimensi dari Menang/Menang

1. Karakter : a. integritas b. Kematangan c. Mentalitas Kelimpahan><kelangkaan

2. Hubungan memelihara hubungan3. Kesepakatan kinerja - kemitraan

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5 Dimensi dari Menang/Menang1.Hasil yang diinginkan (bukan metode)

2.Patokan menetapkan parameter (prinsip, kebijakan)

3.Sumber daya : mengidentifikasi dukungan manusia, keuangan,teknis

4.Akuntabilitas : standard prestasi dan evaluasi

5.Konsekuensi : baik-buruk, natural & logis

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Kalah/Menang

Menang/Kalah

KALAH/KALAH

Menang/Menang

Kalah/Menang

Rendah

Tinggi

Tinggi

TENGGANG

RASA

KEBERANIAN

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Kesepakatan kerja Menang/Menang

4 Jenis konsekuensi :

• Keuangan• Psikis : pengakuan, persetujuan, respek, kredibilitas• Peluang : pelatihan, pengembangan• Tanggung jawab : keleluasaan, wewenang

Proses memberi dan menerima diantara pihak yang berkonflik

2 Jenis Negosiasi◦Distributif: saling berbagi◦Integratif: saling mendekat dan menyatu

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Negosiasi

1. Banyak jenis kinflik yang tidak bisa diselesaikan karena pemicu adalah variabel yang bermacam-macam

2. Terlalu sedikit konflik mungkin akan menyebabkan kontra produktif, demikian juga kalau terlalu besar

3. Tidak ada satu cara terbaik untuk menghindari atau memecahkan konflik

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Manajemen Konflik dan Negosiasi Pendekatan Kontingensi

Berkelahi secara sportif:

• spt petinju di atas ring, ada “batas pinggang” ketersinggungan dan ‘kesakitan fisik’

Bertengkar secara aktif:

• hadapi masalah, bicarakan, duduklah bersama mencari titik temu

Bertanggungjawab atas pikiran dan perasaan kita:

• “Saya tidak setuju….” “saya kurang menyukai hal itu..” HINDARI: “setiap orang mengatakan kalau kamu salah”, “atasan selalu menyebut kamu malas”

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Manajemen Konflik Efektif

4. Pusatkan konflik langsung dan khusus

pada masalah: pusatkan pd perilaku yg

tidak disetujui, pada sikap yg tidak

semestinya dilakukan (perilaku aktual)

5. Gunakan humor untuk meredakan ketegangan

dan menyelesaikan persoalan pokok:

Panadol untuk menyebut “obat lupa”

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Terima Kasih

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