LEADERSHIP AND CHANGE
MANAGEMENT
- MANAGING CONFLICT
- CAUSES OF CONFLICT
- STRATEGIES FOR MANAGING CONFLICT
CHANGE TECHNIQUES
LECTURE 8
BY
RA HAT KAZMI PREPARED BY: RAHAT KAZMI
SEPTEMBER 2010
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Objectives
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Nature of Conflict
Responding to Conflict
Handling Grievances
Emotional Stress
Responding to Conflict
Handling Grievances
Emotional Stress
Nature of Conflict
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Conflict is a form of relating or
interacting where we find ourselves
(either as individuals or groups) under
some sort of perceived threat to our
personal or collective goals.
These goals are usually to do with our
interpersonal wants. These perceived
threats may be either real or imagined
(Condliffe, 1991, p3).
Conflict
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Sources of Conflict
(Bisno)
Project Sources of
Conflict
(Thamhain & Wilemon)
Conflict
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Sources of Conflict (Bisno)
Biosocial
Personality and interactional
Structural
Cultural and ideological
Convergence
Conflict
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Bisno’s Sources of Conflict (Condliffe, 1991, p6)
Conflict
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Sources of Conflict (Bisno)
Biosocial
Personality and interactional
Structural
Cultural and ideological
Convergence
Conflict
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Sources of Conflict (Bisno)
Biosocial
Personality and interactional
Structural
Cultural and ideological
Convergence
Project Sources of Conflict (Thamhain & Wilemon)
Project schedules
Project priorities
Workforce
Source of Conflict
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(Nicholas, 2001, p519)
Conflict
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(Nicholas, 2001, p519)
Conflict
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Components of
Conflict
Conflict
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Components of Conflict
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Interests: things that motivate eg. managers and workers have different interests
Components of Conflict
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Emotional: feelings that accompany human interactions eg. anger, fear, reject, and loss
Components of Conflict
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Emotional: feelings that accompany human interactions eg. anger, fear, reject, and loss
Interests: things that motivate eg. managers and workers have different interests
Values: ideas and feelings about right and wrong (difficult to resolve)
Components of Conflict
When you have to deal with conflict
tackle the emotional issues first
then address values and interests
Dealing with Conflict
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Consequences of Conflict
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Good Consequences of
Conflict
Conflict
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increased creativity
Increased Creativity
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It forces people to clarify their views
Conflict
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It can produce constructive
social change
Conflict
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It gives people the
opportunity to test their
capacities
Conflict
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development of group and organization
cohesion
Conflict
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Bad Consequences of
Conflict
Conflict
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Violence
Conflict
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breakdown of relationships Conflict
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polarization of views into static positions
Conflict
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A breakdown of
collaborative ventures
Conflict
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destruction of
communication
Conflict
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Groupthink
Conflict
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Groupthink is a tendency for strong conformity pressures within groups to lead to the breakdown of critical thinking and encourage premature acceptance of questionable decisions
Groupthink
Conflict
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Lack of conflict is a sign of over conformity.
Conflict
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It is unhealthy when there is no conflict
Conflict
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You need
diversity of
opinion
Conflict
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Conflict
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Consequences of Conflict
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Nature of Conflict
Responding to Conflict
Handling Grievances
Emotional Stress
Conflict
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Conflict Handling Styles Avoiding
Compromise
Competition
Accommodation
Collaboration
Conflict
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Which conflict handling style
will you use?
Conflict
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Which conflict handling style
will you use?
Project Managers may have a preferred style
for managing conflict
Conflict
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Which conflict handling style will you use?
Project Managers may have a preferred style for managing conflict
You should use different styles depending on the problem – and get there by using your ability to read situation
Conflict
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avoiding
accommodation
competition
compromise
collaboration
Conflict
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Characteristics
• ignoring conflicts and hoping they’ll go
away
• putting problems under consideration
or on hold
• use of secrecy to avoid confrontation
• appeal to bureaucratic rules
Avoiding
When to use
• Trivial, small/unimportant issue
• no perceived chance of
resolution
• To allow a cool down period
• To allow others to resolve the
situation
Conflict
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Characteristics
• negotiation
• looking for deals and
trade-offs
• finding satisfactory or
acceptable solutions
When to use
• goals are important, but not worth effort
• opponents with equal power are committed
to mutually exclusive goals
• achieve temporary settlements to issues
• arrive at solutions under time pressure
• back-up to collaboration or competition
Compromise Conflict
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Characteristics
• create win-lose situations
• use of power plays
• forcing submission
When to use
• quick, decisive action is vital, very
important
• unpopular actions eg. cost cutting
• issues are vital to company welfare
• against people who take advantage of non-
competitive behavior
Competition Conflict
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Characteristics
• giving way
• submission and
fulfillment
When to use
• find you are wrong
• issues more important to others than yourself
• maintain cooperation
• build social credits for later on
• minimize loss
• harmony and stability are important
• allow team members to learn from their mistakes
Accommodation Conflict
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Characteristics
• problem-solving carriage
• tackle differences
• sharing ideas and information
• seeing problems and conflicts as
challenges
When to use
• find an integrative solution when
both sets of concerns are
important
• objective is to learn
Collaboration Conflict
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2 Methods for Resolving Conflict in a team
• Role Clarification Technique
• Intergroup Conflict Resolution
Conflict
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Role Clarification Technique
This is a systematic procedure which involves all team members
understanding the requirements of their of own and everyone else's
position, duties and expectations
You’ll need to clarify roles for team and individuals; for example via
questionnaires (or for project teams - RAM matrices!)
Conflict
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Intergroup Conflict Resolution
Each group should prepare list of what they would like the other groups to
start doing, stop doing, and continue to do.
This list narrows he scope of the dispute and makes it easier to work on the
core problems.
Conflict
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Nature of Conflict
Responding to Conflict
Handling Grievances
Emotional Stress
Conflict
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What is a Grievance?
Grievance
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A grievance is any behaviour or action of
another member or members of a team, which
has or is likely to have an unreasonable negative
impact on the ability of a team member to
undertake their duties
Grievance
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Most grievances are never raised with management
Why?
Grievance
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Lack of trust Our complaints
are trivialized
No action gets taken! They only take
defensive action
Grievance
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What you should do?
Grievance
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Listen
Discuss
Plan
Grievance
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Nature of Conflict
Responding to Conflict
Handling Grievances
Emotional Stress
Grievance
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Stress
Stress
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What is Stress?
A pattern of emotional states and physiological reactions occurring in
situations where individuals perceive threats to their important goals that they
feel unable to meet
(Greenberg & Baron, 1993, p257).
Stress
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Stress
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Effects of Stress
Physical illness
Lack of sleep
Reduction in task performance
Poor quality decision making
Stress
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Long hours
Tight schedules
Transient work force
High risks
Work overload
Role uncertainty
Social relations
Causes of Stress
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How many of these for you
in the last year?
A Stress Survey
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(Greenberg & Baron, 1993, p238)
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1. Organizational Level
2. Individual Level
Stress Management
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Stress Management at
the Organizational Level
setting reasonable work plans and
schedules
delegating responsibility and
increasing independence
clarifying responsibilities,
authority, and performance criteria
clarifying goals, procedures, and
decision criteria
giving consideration and support
in leadership
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Stress Management
for the Individual
stress management program
relaxation training
diversions from work-related
problems
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1. Conflict is the opposition of people or forces that develops into an aggressive state or action.
2. Sources of IT project conflict includes; schedules, priorities and workforce issues.
3. Conflict can be good and bad.
4. Conflict handling styles include; avoiding, compromise, competition, accommodation, and collaboration.
5. Grievance handling strategies include; listen, discuss, and plan. Not dealing with grievances can be harmful to projects.
6. Work environment improvements and reducing stress is essential to a team’s health and the success of the project.
Review
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Condliffe, P. (1991). Conflict management – A practical guide. Collingwood, Vic.: RMIT.
Greenberg, J. & Baron, R. (1993). Behavior in organizations (4th ed.). Syd., NSW: Allyn
and Bacon.
Nicholas, J. (2001). Project management for business technology – Principles and practice
(2nd ed.). Upper Saddle River, N.J.: Prentice-Hall.
References
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