Download - Conflict Management
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Conflict Management
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Definition --- Conflict
• Originally defined as “striking at another”, “to fight with the enemy or do battle with opposing forces”.
• Later meanings included “being antagonistic”, or “a clash between contradictory impulses between individuals.
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Conflict management
• Conflict management is the practice of identifying and handling conflict in a sensible, fair and efficient manner
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The Nature of Conflict
• Conflicts are inevitable
• Different people will have different viewpoints, ideas, and opinions
• Occurs when no internal harmony within a person, or whenever there is a dispute between individuals
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Negative Connotations(Associated with Conflict Situations)
• Getting angry is a waste of time
• They won’t understand me
• I’m afraid of the consequences
• Confrontation is unprofessional
• They will only counter my argument
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Functional versus Dysfunctional Conflict
Functional Conflict
Conflict that supports the goals of the group and improves its performance
Dysfunctional Conflict
Conflict that hinders group performance(Negative)
(Positive)
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Sources of Conflict
• Different values and beliefs
• Role pressure or clarification
• Perception differences
• Diverse goals or objectives
• Group status or identity
• Race, ethnicity, or gender differences
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Sources of Conflict
• Personality clash
• Competition for limited resources
• Disagreement on how things done
• Personal, self, or group interest
• Tension and stress
• Power and influence
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Positive Factors of Conflict
• Stimulates interest
• Forum for discussions
• Increases cohesiveness
• Promotes change
• Provides means to work together
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Conflict ProcessAntecedent conditions
Perceived conflict Felt Conflict
Manifest behavior
Conflict ResolutionOr Suppression
Resolution aftermath
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Dimensions of Conflict-Handling Intentions
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Intentions
Competing
A desire to satisfy one’s interests, regardless of the impact on the other party to the conflict
Collaborating
A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties
Avoiding
The desire to withdraw from or suppress a conflict
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Intentions
Accommodating
The willingness of one party in a conflict to place the opponent’s interests above his or her own
Compromising
A situation in which each party to a conflict is willing to give up something
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Conflict-Intensity Continuum
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Conflict Table
Win-Win Lose-Win
Win-Lose Lose-Lose
I win I lose
You win
You lose
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Types of conflict
• Inter-personal and intra-personal
• Inter-group and intra-group
• Competitive and Disruptive
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Intra-Personal Conflict
ApproachApproach
Approach Avoidance
Multiple ApproachAvoidance
AvoidanceAvoidance
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Inter-Personal Conflict
• Individual – Individual Conflict
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Transactional Analysis (I)
Transactional analysis (TA): a method of understanding behavior in interpersonal dynamics.
• The three ego states–Parent
• Critical parent• Sympathetic parent
–Child• Natural child• Adapted child
–Adult
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Transactional Analysis (I)
• The three types of transactions– Complementary– Crossed– Ulterior
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Transactional Analysis (II)
• Complementary transaction
P
CA
P
CA
P
CA
P
CA
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Transactional Analysis (III)
• Crossed transaction
P
CA
P
CA
P
CA
P
CA
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Transactional Analysis (IV)
• Ulterior transaction
P
CA
P
CA
P
CA
P
CA
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Johari Window
• Arena – I know – You know
• Facade – I know – You don’t know
• Blind – You know – I don’t know
• Unknown - I don’t know -You don’t know
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Life Positions
I’m OK — I’m OK —You’re not OK You’re OK
I’m not OK — I’m not OK —You’re not OK You’re OK
Attit
ude
towa
rd O
nese
lf
Attitude toward Others
Positive Negative
Positive
Negative
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Conflict Management Techniques
Conflict Resolution Techniques
• Problem solving
• Superordinate goals
• Expansion of resources
• Avoidance
• Smoothing
• Compromise
• Authoritative command
• Altering the human variable
• Altering the structural variables
Conflict Resolution Techniques
• Problem solving
• Superordinate goals
• Expansion of resources
• Avoidance
• Smoothing
• Compromise
• Authoritative command
• Altering the human variable
• Altering the structural variables
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Conflict Management Techniques
Conflict Resolution Techniques
• Communication
• Bringing in outsiders
• Restructuring the organization
Conflict Resolution Techniques
• Communication
• Bringing in outsiders
• Restructuring the organization
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Conflict Management
• Poorly managed conflicts– Unfavorable with counter productive
results– Problems and negative attitude
• Well managed conflicts– Stimulate competition– Identify legitimate differences– Powerful source of motivation
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Outcomes
• Functional Outcomes from Conflict
– Increased group performance
– Improved quality of decisions
– Stimulation of creativity and innovation
– Encouragement of interest and curiosity
– Provision of a medium for problem-solving
– Creation of an environment for self-evaluation and change
• Creating Functional Conflict
– Reward dissent and punish conflict avoiders
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Outcomes
• Dysfunctional Outcomes from Conflict
– Development of discontent
– Reduced group effectiveness
– Retarded communication
– Reduced group cohesiveness
– Infighting among group members overcomes group goals
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Use Competition
• When quick, decisive action is vital (in emergencies); on important issues
• Where unpopular actions need implementing (in cost cutting, enforcing unpopular rules, discipline)
• On issues vital to the organization’s welfare
• When you know you’re right
• Against people who take advantage of noncompetitive behavior
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Use Collaboration
• To find an integrative solution when both sets of concerns are too important to be compromised
• When your objective is to learn
• To merge insights from people with different perspectives
• To gain commitment by incorporating concerns into a consensus
• To work through feelings that have interfered with a relationship
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Use Avoidance
• When an issue is trivial, or more important issues are pressing
• When you perceive no chance of satisfying your concerns
• When potential disruption outweighs the benefits of resolution
• To let people cool down and regain perspective
• When gathering information supersedes immediate decision
• When others can resolve the conflict effectively
• When issues seem tangential or symptomatic of other issues
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Use Accommodation
• When you find you’re wrong and to allow a better position to be heard
• To learn, and to show your reasonableness
• When issues are more important to others than to yourself and to satisfy others and maintain cooperation
• To build social credits for later issues
• To minimize loss when outmatched and losing
• When harmony and stability are especially important
• To allow employees to develop by learning from mistakes
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Use Compromise
• When goals are important but not worth the effort of potential disruption of more assertive approaches
• When opponents with equal power are committed to mutually exclusive goals
• To achieve temporary settlements to complex issues
• To arrive at expedient solutions under time pressure
• As a backup when collaboration or competition is unsuccessful