workplace conflict resolution

WORKPLACE CONFLICT MANAGEMENT

WORKPLACE CONFLICT MANAGEMENT Dr.E.J.Sarma

4-October -201511

AGENDA

Conflict of Personal level /groups/communities/nationsConflict with Boss/HarassmentConflict ProcessesClash of values/principlesResolution strategiesFew of the greatest corporate conflictsRole of mentor/religionSum up2Date 00.00.002Dr.Sarma-Conflict management

AGENDA

Introduction

Understanding the concept

Types of workplace conflict-Personal/Interpersonal/Team

Levels and Types of Conflict in OrganizationsThe Sources of Conflict in Organizations333Date 00.00.003Dr.Sarma-Conflict management

KEY LEARNING POINTS/GOALS FOR TODAY

4Understand the Terminology , conflict types , styles The strategy for resolution

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CONFLICT-?5Date 00.00.005Dr.Sarma-Conflict management Let us find as many alternate words for ConflictPlease write

UNDERSTAND THE CONCEPT 6Date 00.00.006Dr.Sarma-Conflict management Dispute, Quarrel , Squabble , Opposite standDisagreement, Opposition, Discord, collision,War , Deviation , Clash, Encounter Contradiction, Irreconcilable, Deviation,Rivalry,Fracas, fight, Quarrel

your score 1-1011-1415-19>20

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ENTRY BEHAVIOR1-Write 3 of your belief about conflicts

2-Think of one incident in your personal life

where you were involved in conflict situation

What role you played

And how did you feel about the outcome 8Date 00.00.008Dr.Sarma-Conflict management

CHECK THE MENTAL MODEL

Conflict is battle of nerves and outcome is dependent on personalitiesSomeone has to lose andwin- win is never possible as outcomeThere is no techniques that can be used to work through a conflict successfully so everybody wins 99Dr.Sarma-Conflict management

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CHECKING BELIEF

e.g

You must hire people from same culture to get common view

Committees can not resolve conflicts10Date 00.00.0010Dr.Sarma-Conflict management

MENTAL MODEL

The famous adage, two heads are better than one is precisely about the advantages of conflict, for it assumes that two minds will have separate perspectives, experiences, and ideas. 11Date 00.00.0011Dr.Sarma-Conflict management

MENTAL MODEL

Diversity and communication are hallmarks of a great team, and the occasional root cause of clashes in the office.

Conflict is a good thing; its our response that makes conflict either a creative or destructive process.

12Date 00.00.0012Dr.Sarma-Conflict management

MENTAL MODEL ?Is Conflict every day occurrence?With family or friends, boss, coworkers or customers.Conflict will occur and Criticality is , how we understand, resolve and learn from it13Date 00.00.0013Dr.Sarma-Conflict management

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Perception and mental model

Our view of the world around us is all due to the way we perceive things and our behavior is based on our belief

It is important to know why we behave the way we behave

Let us have some fun14

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Male/Female style differences

Hypothesis - gender difference would exist in conflict resolution style female managers with 1-10 years experience will exhibit more communicative behavior than male managers.

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Male/Female style differences

A gender difference would exist in conflict resolution style within the group of male managers with 1-10 years experience and exhibit more competitive behavior than female managers.

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Gender differencesResearch data did reveal significant differences between females and males in compromising

Results indicated males scored slightly higher in obliging and dominating than females.

Females scored slightly lower in obliging and dominating than males.

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Gender differences Results indicated females scored slightly higher in avoiding and integrating than males.

Males scored slightly lower in avoiding and integrating than females. Females scored higher in compromising than males and work to develop common agreement.

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Perception impact

Perception is vitiated by all these and is

complex process. hence most of our

judgment can go wrong

Be very conscious of this while judging

and concluding19

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CONFLICT MANAGEMENT styles

There are only five generally acknowledged styles for dealing with conflict:

Compromising, Avoiding,

Integrating, Dominating Obliging.


StylesCompromising stylists tend to be "middle of the road" in style

They want both parties to gain some, but both will also need to give a little as well.

Avoidance style suggests, simply leave the conflict altogether.

Integrators tend to be open to others' differences and try to come to an understanding that satisfies both parties. 21

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Styles Dominating stylists tend to be aggressive

and push for win always

Obliging- tends to give up easily

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CONFLICT AND MENTAL MODEL

Those who dominate are primarily concerned with their own desires and do not readily compromise,

while those who oblige are willing to give up what they want to make everyone happy.


CONFLICT AND Causes Does every conflict warrants a confrontation

The need is attitude to attempt to sort it out.

Conflicts arise not so much because of what

the other person said or did,

but because of our sensitive trigger


In dealing with conflict always keep three key elements in mindInterdependency of parties

Perception of incompatible goals

Context of Conflict Situations 25Date 00.00.0025Dr.Sarma-Conflict management

Remember conflict will involve anyone or all of these

Disagreements

Debates

Disputes

Obstruction -Preventing someone from reaching valued goals26Date 00.00.0026Dr.Sarma-Conflict management

WHAT CONFLICT INVOLVESConflict is not always bad for organization(50 most famous corporate conflicts)

Do not need to reduce all conflict to agreements

Ebb and flow of during conflict resolution processHealthy conflict Needed for growth and survivalStrategy may include increasing and decreasing intensity of conflict27Date 00.00.0027Dr.Sarma-Conflict management

FUNCTIONAL AND DYSFUNCTIONAL CONFLICT

Functional conflict: Involved parties work toward the positive outcome /goals of an organization or group

Dysfunctional conflict: Parties block an organization or group from reaching the goals28Date 00.00.0028Dr.Sarma-Conflict management

FUNCTIONAL AND DYSFUNCTIONAL CONFLICT Functional conflict

Increases information quality and ideas

Encourages innovative thinking

Unshackles different points of view

Reduces stagnation29Date 00.00.0029Dr.Sarma-Conflict management

FUNCTIONAL ANDDYSFUNCTIONAL CONFLICT (CONT.)Dysfunctional high conflict leads to

Tension, anxiety, stress

Drives out low conflict tolerant people

Reduced trust

Poor decisions because of withheld or distorted

informationExcessive management focus on the conflict30Date 00.00.0030Dr.Sarma-Conflict management

BEHIND CONFLICTS

Ideologies

Ego/hubris

Power/status

Greed

Attitude :Opposing just for the sake of Perceived Threats31Date 00.00.0031Dr.Sarma-Conflict management

FUNCTIONAL AND DYSFUNCTIONAL CONFLICT (CONT.)

Dysfunctional low conflict-hidden/latent

Fewer new ideas

Poor decisions from lack of innovation and information

Stagnation

Business as usual32Date 00.00.0032Dr.Sarma-Conflict management

LEVELS AND TYPES OF CONFLICT33Date 00.00.0033Dr.Sarma-Conflict managementIndividualGroupOrganizationType of conflictLevel of conflictWithin and between organizationsIntra/inter groupWithin and between individuals

LEVELS AND TYPES OF CONFLICT (CONT.) Intra organizational conflictConflict that occurs within an organizationat interfaces of organization functions ;Can occur along the vertical and horizontaldimensions

Vertical conflict: between managers and subordinates

Horizontal conflict: between departments and work groups34Date 00.00.0034Dr.Sarma-Conflict management

LEVELS AND TYPES OF CONFLICT (CONT.)Intragroup conflictConflict among members of a group-jealousy-rivalryEarly stages of group developmentWays of doing tasks or reaching group's goalsIntergroup conflict: between two or more groups-competition VS collaboration35Date 00.00.0035Dr.Sarma-Conflict management

LEVELS AND TYPES OF CONFLICT (CONT.) Interpersonal conflict Between two or more people

Differences in views about what should be done Efforts to get more Differences in orientation to work and time in different parts of an organization36Date 00.00.0036Dr.Sarma-Conflict management

LEVELS AND TYPES OF CONFLICT (CONT.) Intrapersonal conflict Occurs within an individual

Threat to a persons values

Feeling of unfair treatment

Multiple and contradictory sources of socialization


LEVELS AND TYPESOF CONFLICT (CONT.) Inter organizational conflict

Between two or more organizations

Competition to 0utwit

Examples: suppliers and distributors, especially with the close links now possible38Date 00.00.0038Dr.Sarma-Conflict management

TEAM CONFLICT REASONS

Many reasons for conflict within a team or between teams.

To Simplify the source of the conflict

Examine whether the conflict is task- based or if it stems from a relational issue. 39Date 00.00.0039Dr.Sarma-Conflict management

TEAM CONFLICT REASONS

This separation is often helpful because, task-based conflict is productive while

Relationship-based conflict is destructive to the desired outcome.40Date 00.00.0040Dr.Sarma-Conflict management

CONFLICT STAGES41Date 00.00.0041Dr.Sarma-Conflict managementLatent conflictConflict aftermathManifest conflictSimple conflict episode

CONFLICT LEVELS

Latent conflict: antecedents of conflict past behavior that can start conflict

Manifest conflict: observable conflict behavior

Conflict aftermathEnd of a conflict episodeOften the starting point of a related episodeBecomes the latent conflict for another Conflict reduction: lower the conflict level42Date 00.00.0042Dr.Sarma-Conflict management

CONFLICT MANIFESTATIONS43Date 00.00.0043Dr.Sarma-Conflict managementLatent conflictConflict aftermathManifest conflictConflict reduction

CONFLICT MANIFESTATIONS

The antecedents of conflict

Example: scarce resourcesLatent conflictManifest conflictConflict aftermath

CONFLICT MANIFESTATIONS

Observable conflict behavior

Example: disagreement, discussion45Date 00.00.00Dr.Sarma-Conflict management45Latent conflictManifest conflictConflict aftermath

CONFLICT MANIFESTATIONSManifest conflict46Date 00.00.00Dr.Sarma-Conflict management46Latent conflictConflict aftermathResidue of aconflict episode

Example:compromise inallocating scarceresources leaves bothparties with less thanthey wanted

CONFLICT MANIFESTATIONS47Date 00.00.0047Dr.Sarma-Conflict managementLatent conflictManifest conflictConflict aftermathPerceived conflictFelt conflictConflict reduction

CONFLICT MANIFESTATIONS Perceived conflictBecome aware that one is in conflict with another partyAttempt to block out some conflictCan perceive conflict when no latent conditions existExample: misunderstanding another persons position on an issue48Date 00.00.0048Dr.Sarma-Conflict management

CONFLICT EPISODES (CONT.)Felt conflictEmotional part of conflictPersonalizing the conflictOral and physical hostilityHard to manage episodes with high felt conflictWhat people likely recall about conflict49Date 00.00.0049Dr.Sarma-Conflict management

RELATIONSHIPS AMONG CONFLICT PROCESS

Process links through the connection latent origin of conflict to aftermath .Effective conflict management: break the connectionDiscover the latency of conflicts and remove them50Date 00.00.0050Dr.Sarma-Conflict management

CONFLICT FRAMES AND ORIENTATIONS Conflict framesPerceptual sets that people bring to conflict episodesPerceptual filtersRemove some information from an episodeEmphasize other information in an episode51Date 00.00.0051Dr.Sarma-Conflict management

CONFLICT FRAMES AND ORIENTATIONS (CONT.)52Date 00.00.0052Dr.Sarma-Conflict managementRelationship-TaskEmotional-IntellectualCooperate-Win

Conflictframe

CONFLICT FRAMESAND ORIENTATIONS (CONT.)Conflict frame dimensions Relationship-TaskRelationship: focuses on interpersonal relationshipsTask: focuses on material aspects of a result

Emotional-IntellectualEmotional: focuses on feelings in the conflict episode (felt conflict)Intellectual: focuses on observed behavior (manifest conflict)53Date 00.00.0053Dr.Sarma-Conflict management

CONFLICT FRAMESAND ORIENTATIONS (CONT.)

Conflict frame dimensions (cont.)

Cooperate-WinCooperate: emphasizes the role of all parties to the conflictWin: wants to maximize personal gain54Date 00.00.0054Dr.Sarma-Conflict management

Choose your animal

Which one animal below you identify most?55

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CONFLICT FRAMES AND ORIENTATIONS (CONT.)

Conflict orientationsDominance: wants to win; conflict is a battleCollaborative: wants to find a solution that satisfies everyoneCompromise: splits the differencesAvoidance: backs awayAccommodative: focuses on desires of other party61Date 00.00.0061Dr.Sarma-Conflict management

CONFLICT FRAMESAND ORIENTATIONS (CONT.)Strategy can change during conflict progress based on how firmly the person holds position Importance of the issues to the personPerception of opponent's power

Collaborative orientation: more positive long-term benefits than the others62Date 00.00.0062Dr.Sarma-Conflict management

CONFLICT FRAMES AND ORIENTATIONS (CONT.)63Date 00.00.0063Dr.Sarma-Conflict managementAvoidanceAccommodativeDominanceCompromiseCollaborativeConflict aftermathHigh residueNo residueConflict orientation and the conflict aftermath

CONFLICT AND ORIENTATIONS -Commonly observedCombinations of conflict orientations in a groupDominance, avoidanceDominance, dominanceAvoidance, avoidanceDominance, collaborative, compromiseCollaborative, compromise, avoidanceCollaborative, compromise, avoidance, dominance, accommodative64Date 00.00.0064Dr.Sarma-Conflict management

LATENT CONFLICT: THE SOURCES OF CONFLICT IN ORGANIZATIONSThere is antecedents Many natural conditions of organizations act as latent conflictsLurk in the background; trigger conflict when right conditions occurDoes not always lead to manifest conflictGive us clues about how to reduce dysfunctional high conflict65Date 00.00.0065Dr.Sarma-Conflict management

LATENT CONFLICT: THE SOURCES OF CONFLICT IN ORGANIZATIONS (CONT.)Some representative latent conflict (cont.)

Interdependence: forces interaction

Communication barriers: shift work and jargon

Ambiguous jurisdictions: areas of authority not clearly defined

Reward systems: reward different behavior in different parts of the organization66Date 00.00.0066Dr.Sarma-Conflict management

CONFLICT OF INTEREST

Atermusedtodescribethesituationinwhicha

publicofficialorfiduciarywho,contrarytothe

obligationandabsolutedutytoactforthe

benefitofthepublicoradesignatedindividual,

exploitstherelationshipforpersonalbenefit,

typicallypecuniary.67Date 00.00.0067Dr.Sarma-Conflict management

CONFLICT MANAGEMENT MODEL Maintain conflict at functional levelsNot complete eliminationReducing to functional levelsIncreasing dysfunction ally low conflictChoose desired level of conflict based on perceived conflict requirementsVaries in different parts of an organizationManagers tolerance for conflict plays a role68Date 00.00.0068Dr.Sarma-Conflict management

ORGANIZATIONAL CONFLICT MANAGEMENT MODEL (CONT.)69Date 00.00.0069Dr.Sarma-Conflict management

Perceived conflict requirementsDesired conflict levelOrganizationalcultureFast-changingenvironmentProduct orservice

CONFLICT MANAGEMENT MODEL (CONT.)70Date 00.00.0070Dr.Sarma-Conflict management

NormalIncreaseconflictDecreaseconflictDysfunctionallow conflict Dysfunction allyhigh conflict

CONFLICT MANAGEMENT MODEL (CONT.)Symptoms of dysfunction ally high conflictLow trust or high mistrustInformation distortion/withholdingTension/antagonism/confrontationStress/angerSabotage of other partys interest 71Date 00.00.0071Dr.Sarma-Conflict management

CONFLICT MANAGEMENT MODEL (CONT.)Symptoms of dysfunction ally low conflictDeny differencesRepress controversial informationProhibit disagreementsAvoid interactionsWalk away from conflict episode72Date 00.00.0072Dr.Sarma-Conflict management

REDUCING /RESOLVING CONFLICT

Lose-lose methods: parties to the conflict do not get what they want

Win-lose methods: one party a clear winner; other party clear loser

Win-win methods: each party to the conflict gets what he or she wants

Win-No deal- one party alone gets their goal otherwise break all negotiations73Date 00.00.0073Dr.Sarma-Conflict management

REDUCING CONFLICT (CONT.)Lose-lose methodsAvoidanceWithdraw, stay awayDoes not permanently reduce conflictCompromiseBargain, negotiateEach loses something valuedSmoothing: find similarities74Date 00.00.0074Dr.Sarma-Conflict management

REDUCING CONFLICT (CONT.)

Win-lose methodsDominanceOverwhelm other partyOverwhelms an avoidance orientationAuthoritative command: decision by person in authorityMajority rule: voting75Date 00.00.0075Dr.Sarma-Conflict management

REDUCING CONFLICT (CONT.)Win-win methodsProblem solving: find root causesIntegration: meet interests and desires of all partiesSuperordinate goal: desired by all but not reachable alone76Date 00.00.0076Dr.Sarma-Conflict management

REDUCING CONFLICT (CONT.)SummaryLose-lose methods: compromiseWin-lose methods: dominanceWin-win methods: problem solving 77Date 00.00.0077Dr.Sarma-Conflict management

WIN/WINLOSE/LOSEWIN/LOSELOSE/WINWIN-NO DEAL

78Date 00.00.0078Dr.Sarma-Conflict managementNegotiation outcome possibilities

NEXT TIME I SUGGEST YOU TRY WIN-WIN NEGOTIATING79Date 00.00.0079Dr.Sarma-Conflict management

INCREASING CONFLICTIncrease conflict when it is dysfunctionally lowHeterogeneous groups: members have different backgroundsDevils advocate: offers alternative viewsOrganizational culture: values and norms that embrace conflict and debate80Date 00.00.0080Dr.Sarma-Conflict management

Some Negotiating steps are tough to take...

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HANDLING EMOTIONS

Emotional ChallengesAnger/exasperationInsultedGuiltFalse flattery

Recommended ResponseAllow venting. Probe for whyWhat wouldnt be insulting?Focus on issuesRe-focus

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CONFLICT GENERATING CAUSESTaking credit for other peoples work or stealing ideas Talking over people in meetings Not inviting team members to team /social events Not rendering help by covering for people when they are off sick


CONFLICT REASONSExcessive personal use of the Internet or official emailPoor attendance / time-keeping Any form of bullying behavior or harassment Any form of discriminatory behavior Unacceptable language Theft Alcohol/ drug problems.84Date 00.00.0084Dr.Sarma-Conflict management

CONFLICT REASONSNot taking messages for people using someone elses contacts or information without permission not including people in important emails ignoring or being discourteous Poor personal hygiene85Date 00.00.0085Dr.Sarma-Conflict management

ASPECTS OF CONFLICT IN ORGANIZATIONS

Cultures that emphasize individualism and competitionPositively value conflictEnglish-speaking countries, the Netherlands, Italy, Belgium

Cultures that emphasize collaboration, cooperation, conformityNegatively value conflictMany Asian Japanese and Latin American countries; Portugal, Greece, Turkey86Date 00.00.0086Dr.Sarma-Conflict management

ASPECTS OF CONFLICT IN ORGANIZATIONS (CONT.)

Cultural differences imply different functional conflict levels87Date 00.00.0087Dr.Sarma-Conflict management

ASPECTS OF CONFLICT IN ORGANIZATIONS (CONT.)

Cross-cultural research has dealt with intergroup processes

Collaborative and cooperative cultures expect little conflict during intergroup interactions

Favor suppression of conflict with little discussion about people's feelingsFelt conflict likely part of some conflict episodes but hidden from public view88Date 00.00.0088Dr.Sarma-Conflict management

INTERNATIONAL ASPECTS OFCONFLICT IN ORGANIZATIONS (CONT.)Managers from an individualistic country operating in a less individualistic countryAcceptable to express feelings during a conflict episodeSuppression of feelings could baffle themIncreasing conflict can confuse local peopleAlmost immediate dysfunctional results89Date 00.00.0089Dr.Sarma-Conflict management

ETHICAL ISSUES IN CONFLICT IN ORGANIZATIONS' Tolerance for conflictManager with a high tolerance for conflict; keeps conflict levels too high for subordinates

Should such managers reveal their intentions about desired conflict levels?

Full disclosure: subordinates could leave the group if conflict levels became dysfunction ally stressful

Ethical question applies equally to newly hired employees90Date 00.00.0090Dr.Sarma-Conflict management

ETHICAL ISSUES INCONFLICT IN ORGANIZATIONS (CONT.)

Deliberately increasing conflict is an effort to guide behavior in a desired directionSubtle methods of increasing conflict (forming heterogeneous groups) connote manipulationFull disclosure: manager states his intention to use conflict to generate ideas and innovationIf people are free to join a group or not, the ethical issue likely subsides91Date 00.00.0091Dr.Sarma-Conflict management

ETHICAL ISSUES INCONFLICT IN ORGANIZATIONS (CONT.)Experiencing intrapersonal conflictRequests to act against one's moral valuesObserving behavior that one considers unethicalReduce intrapersonal conflictReport unethical actsTransfer to another part of the organizationQuit92Date 00.00.0092Dr.Sarma-Conflict management

ETHICAL ISSUES INCONFLICT IN ORGANIZATIONS (CONT.) Different cultures place different values on conflictOptimal conflict levels vary among countriesLower levels conflict in collectivistic countries than individualistic countriesCorruption and bribe is way of life in our country while other nations deal with it at very high level


CULTURE INFLUENCE AND CONFLICT HANDLINGUchi-Soto ("Us and Them")-one will notice about the Japanese. They have been raised to think of themselves as part of a group, and their group is always dealing with other groups. 94Date 00.00.0094Dr.Sarma-Conflict management

CULTURE INFLUENCE AND CONFLICT HANDLING

Dealing with Japanese on a one-to-one basis usually is very easy to non-Japanese, but dealing with Japanese as a group can be a different matter altogether. And no matter how nice you are, or how good your Japanese becomes, you will always be treated as an outsider. In fact the literal meaning of "gaijin" is outsider.


CULTURE INFLUENCE AND CONFLICT HANDLINGJapanese are extremely sensitive to what others might think of them .Being ostracized is one of the worst things that can happen to a JapaneseTherefore, when making requests, it often takes more time since the person asked usually consults others in the group to reach a consensus96Date 00.00.0096Dr.Sarma-Conflict management


In short, however, while the westerner starts so many sentences with "I", the Japanese "I" usually means "with the approval of the group". 97Date 00.00.0097Dr.Sarma-Conflict management


Uchi-soto has one other important trait -- there are next to no strikes in Japan ever 98Date 00.00.0098Dr.Sarma-Conflict management


Because Japanese labor-management relations are better? Partly, yes. 99Date 00.00.0099Dr.Sarma-Conflict management

CULTURE INFLUENCE AND CONFLICT HANDLINGBut in Japan there are almost no industrial unions like the CITU AIBEA Each large corporation has its own union, and they feel no bond with other company unions even if they are doing the same work. In one sense, the company union is almost a puppet, led by a management executive. 100Date 00.00.00100Dr.Sarma-Conflict management

POWER OF CONFLICT LESS TEAMWORKHIGH PERFORMANCE TEAMS101Date 00.00.00101Dr.Sarma-Conflict management

Blue angels video-coordination-collaboration, shared vision.

HOW TO APPROACH CONFLICT

Self role in handling conflict

role of mediator


MIRROR MIRRORON THE WALL

How do we approach the issue ?Do we respect other peoples opinions?What makes people angry?103Date 00.00.00103Dr.Sarma-Conflict management

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MIRROR MIRRORON THE WALLWhat are the warning signs of anger?What to do : walk away ?Take a moment to think?Agree with the other person and give in?104Date 00.00.00104Dr.Sarma-Conflict management

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CLUES AGITATION AND AGGRESSION Do you recognise when someone is becoming irritated or not is your first clue someone shouting at you or storming off? Some other clues for you: Voice changes pitch105Date 00.00.00105Dr.Sarma-Conflict management

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CLUES AGITATION AND AGGRESSION flushes or goes paleBreathing rate changesTense body postureEye contact changes either more direct and challenging or avoiding eye contact completely


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WHAT DO PEOPLE DO?Five basic ways of addressing conflict were identified by Thomas and Kilmann in 1976:

AvoidanceCollaborationCompromiseCompetitionAccommodation


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Strategies for conflict management10812543highhighlowAvoidance-tortoiseAccommodation-chameleonCompetition lionCollaboration-DolphinCompromise-Zebraconfrontationcooperation

AVOIDANCEWhat does it look like?Avoid or postpone conflict by; Ignoring it. Respecting that everyone has different opinions Asking to talk about it later, when its less busy (for example)

When to use it?For minor non-recurring conflicts


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COLLABORATIONWhat does it look like?Working together to find a mutually beneficial solution

When to use it?As part of problem solvingIn meetings or 1:1

Potential outcomesWin-win solutions to conflict or disagreement


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How much time you have available and how well you know those you are speaking withHow to use your questioning skills to capture everyones requirements

How to gain agreement before continuing


COMPROMISEWhat does it look like?Finding a middle ground in which each party is partially satisfied

When to use it?As part of problem solvingWhen the time to collaborate effectively is not availableWhen the situation is less complex


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Potential outcomesThe key requirements or expectations of those involved may be resolved

ConsiderWill those involved be satisfied with a partial solutionHow to use your questioning skills to capture requirementsHow to gain agreement before continuing


ACCOMMODATIONWhat does it look like?Surrender your own needs and wishes to accommodate the other party

When to use it?If this will achieve the best outcome


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ACCOMMODATIONPotential outcomesA short term solution that you can live withIf you are the one accommodating, then over time, you might resent working in this way


Consider

Why would your viewpoint be any less correct or relevant than anyone elses?What the circumstance isDo you need to build a working relationship?Are you choosing to do this because of hierarchy?What you could ask those involved in order to understand the situation better?


TOOL BOX TOOLS AND TECHNIQUESEmpathyWalk a mile in the other persons shoes (figuratively speaking)

Active listeningUse good eye contact, body posture, nodding and acknowledgement when someone is talking to youSummarize and paraphrase what you hear and repeat it back without changing language styles to make sure you are on the same page and understand what has been said117Date 00.00.00Dr.Sarma-Conflict management117

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TECHNIQUES

Take your time

Give the other person time to respond and pace to do so

No matter how thin you slice it there are always 2 sides

Remember respect cuts both ways


Open Questions

What, Where, How,

Who (be careful of Why questions

can start to feel like an interrogation


DO. EMPATHISE WITH THEMThe focus of your listening is to understand the other party for you to get it

Work to let them know what it is you got

Use communication skills such as paraphrasing and summarising


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techniques

Use the same sorts of words they are using (not the expletives)

Check your understanding

Acknowledge what has been said


LISTENThis is not the easiest thing to do,show that you are focused on understanding the other persons point of view.Focus on the words you choose, your tone of voice, your hand movements and body language122Date 00.00.00Dr.Sarma-Conflict management122

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FORMULA FOR EFFECTIVE LISTENINGL-Look InterestedI- InquireS-Stay on targetT-Test your understandingE-Evaluate body languageN-Neutralize feelings123Date 00.00.00Dr.Sarma-Conflict management123

TAKE YOUR TIMEThe only person you can control is youIf you start to get angry take a break think about how to handle the situationAsk questions and keep an open mind124Date 00.00.00Dr.Sarma-Conflict management124

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ConsiderAlways show respect No matter how much you disagree with someone your challenge is with the subject, context, circumstance or argument

NOT with the person

How does it affect you, when you do not feel you are being listened tosomeone stands over youraises their voice.speaks over you.wags their finger at you.tells you off?


EXPLAIN WITH CAREHow can you do this when your point of view is very different from theirs?Use I statements rather than you statements Instead of you dont know what youre talking about try Id like to explain my perspective to youBlaming and judging people is not helpful and will not effectively find a solutionAvoid discussing attitudes and personalities126Date 00.00.00Dr.Sarma-Conflict management126

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THINK CREATIVELYUse the different methods explored hereWork to identify different solutions from those so far rejected by one of the parties


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At timesAccept the situationConflict cannot always be avoidedNot every conflict is negative


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CONFLICT RESOLUTION129Learning to negotiate

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WHY AND HOW OF CONFLICT RESOLUTION TRAINING?Understand the effect conflict has on youRecognize when it is appropriate to communicate with an angry person Understand how to diffuse negative encounters Learn how to speak with others on uncomfortable or potentially hot topics and maintain a professional approachUnderstand the motivators for angerRecognise when it is no longer safe to communicate and the only safe response is to walk away`130Date 00.00.00Dr.Sarma-Conflict management130

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WORKPLACE CONFLICT WITH BOSS HOW TO HANDLELearn to deal more effectively with difficult bosses and supervisors.How To Deal With A Difficult Boss ? Bosses and supervisors aren't from another planet, but sometimes they seem to be131Date 00.00.00131Dr.Sarma-Conflict management

narrate

WORKPLACE CONFLICT with boss-Conflict with a difficult boss can be daunting and intimidating. Here are some tips to help you deal with difficult bosses and supervisors.132Date 00.00.00132Dr.Sarma-Conflict management

WORKPLACE CONFLICT- CONFLICT AND BOSS

Most people at some point in their lives have to deal with a difficult boss. Difficult supervisors vary in personality from being pushy or rude, all the way to being downright abusive.Task vs relationship styles 133Date 00.00.00133Dr.Sarma-Conflict management

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borosil example

CONFLICT AND BOSSMany people feel abusive boss has control of personal life outside of work and lower the self-esteem and live in constant fear. The role of a supervisor is controlling ; attracts personalities who like the powerA supervisor has complete control over most basic human needs ability to put food on the table and a roof over your head.135Date 00.00.00135Dr.Sarma-Conflict management


These are powerful motivating factors that allow a difficult boss /supervisor to control people out of fear of losing these basic needs.

We may not be able to always correct their behavior, but we should never have to live in fear and let our difficult boss control our lives.136Date 00.00.00136Dr.Sarma-Conflict management


Here are some strategies on handling a difficult boss situation.



Always have a plan B. Most people are scared about having a discussion with their boss concerning their abusive behavior because they fear reprimand or losing their job as a result of it.138Date 00.00.00138Dr.Sarma-Conflict management


Their fear is usually justified if the supervisor is a control-freak and feels that their subordinate is threatening their control. 139Date 00.00.00139Dr.Sarma-Conflict management


Before you deal with any type of conflict, you always need to have a plan B in case things dont work out.

A plan B is the best alternative that you can come up without having to negotiate anything with your boss. 140Date 00.00.00140Dr.Sarma-Conflict management

WORKPLACE CONFLICT-

Your best plan B would probably take the form of having an actual job offer in hand with another employer before you have your talk.

By not having a backup plan, you have given your abusive boss even more leverage over you because they know you have nowhere else to go. 141Date 00.00.00141Dr.Sarma-Conflict management

WORKPLACE CONFLICT-

Having a plan B, however, empowers you with the ability to walk-away at any time should the negotiation not go right. Increase your power and have a plan B before you deal with the conflict.


WORKPLACE CONFLICT-Never react to verbal abuse or harsh

criticism with emotion.

This will gets you into more trouble than you started with because it will become a war between egos and chances are good that your boss has a bigger ego than you have


BOSS AND CONFLICT

When a personal attack is made , it is bait to reacting emotionally and become easy target for additional attacks.

The key then is not to react, but to acknowledge and move on. 144Date 00.00.00144Dr.Sarma-Conflict management

CONFLICT WITH BOSS

By doing this, you effectively strip all of the power behind their verbal attacks away from your abusive boss, without creating conflict.

If your boss happens to be an intimidator or a control freak, then the best way of dealing with their behavior is to remain calm and acknowledge their power by saying, 145Date 00.00.00145Dr.Sarma-Conflict management

Angry boss?

"You're right, I'm sorry." By saying this, you

take away any chance of boss lashing back at

you because you have sidestepped the verbal attack rather than meeting it head on.


CONFLICT WITH BOSS

Feel neglected when not recognized for performance.Not giving credit when dueOr steals credit147Date 00.00.00147Dr.Sarma-Conflict management

WORKPLACE CONFLICT-

Discuss rather than confront.

When your boss criticizes you than appreciating, dont react out of emotion and become confrontational because that just breeds more conflict.

Instead, indulge in discussion on with data.148Date 00.00.00148Dr.Sarma-Conflict management

WORKPLACE CONFLICT-

Ask them for the advice on how your work

can be improved.


CONFLICT AND THE BOSSManage the manager.

Always source of conflict is a new manager

who demands that things run differently.



A discussion about what is the expected level and resultby when and what help can you expect At the very beginning will help

Get to know the bosss preference .


KNOW THAT YOU CAN DO LITTLE TO CHANGE THEM.

Being a difficult person is part of the personality and therefore do not try to change a supervisor, . Instead, change the way that you approach the behavior. Avoiding derogatory labeling, it is easy on yourself to be even angry with your boss.


KEEP YOUR PROFESSIONAL FACE ON

Know the difference between not liking your boss and not being professional.

You dont have to make your boss your friend or even like your boss as a person, but you do have to remain professional and get the job done and carry out their instructions dutifully as a subordinate, just as you would expect them to be professional as do their duties as a supervisor.


WORKPLACE CONFLICT-

Evaluate your own performance. Before you go attacking your boss, examine your own performance and ask yourself if you are doing everything right.


HANDLING CONFLICT WITH SUBORDINATESConflict arise for the same reasons that you may feel with your bossPerformance appraisal is generally the conflict areaInsubordination is second major reason155Date 00.00.00155Dr.Sarma-Conflict management

WORKPLACE CONFLICT- CONFLICT WITH SUBORDINATESTo handle performance issues be proactiveDefine goals /and consequences of not deliveringOn insubordination- gather all facts/ document Discuss and agree on corrective action156Date 00.00.00156Dr.Sarma-Conflict management

GATHER ADDITIONAL SUPPORT. If others share in your concern, then you have the power of numbers behind you to give you additional persuasion power over your boss.

It is often easy for a supervisor to ignore or attack one employee, but it becomes more difficult to attack all of his employees.

He might be able to fire one of you, but he will look like an idiot (and probably get fired himself) if he tries to fire all of you. An interdepartmental union is a good way of mustering power against an abusive employer.


When TO go UP THE CHAIN OF COMMAND - LAST RESORT.

Going up the chain of command is not an effective way of dealing with a difficult supervisor Try to discuss issues first and only go up the chain of command as a last resort.158Date 00.00.00158Dr.Sarma-Conflict management

WORKPLACE CONFLICT-PAT ON THE BACK

Encourage good behavior with praise boss and that of your subordinates-If shy of verbal use thank you cards

It is easy to criticize but criticisms often lead towards resentment and hostile feelings. 159Date 00.00.00159Dr.Sarma-Conflict management

WORKPLACE CONFLICT-Be very careful when you criticize in others presence.Everyone likes a pat on the back for good behavior, so you should strive to watch for good behaviors from your boss and subordinates and compliment them .Have you ever thanked your boss for sound advice? Proactive praising is much more effective than reactive criticisms.


LEAVE WORK AT WORK. Leave work at work. If you choose to stay with a toxic BOSS , then document everything. This will be the main ammunition should a complaint ever be filed . Maintain performance review record.


WORKPLACE CONFLICT- LEAVE WORK AT WORK.Get into the habit of leaving work at home and not bringing it into personal life; It will only add to your level of stress. Keep your professional life separate from personal life as best as you can. This also includes having friends who you dont work with so that you can detach yourself from your work life rather than bringing it home with you.


WORKPLACE CONFLICT IN VALUES -

Downsizing or winding up of a business

Layoff / Termination of employees due to cost cutting163Date 00.00.00163Dr.Sarma-Conflict management

ETHICAL ISSUES-

Harassment BribeTax evasions164Date 00.00.00164Dr.Sarma-Conflict management

CONFLICT RESOLUTION-BIBLICAL REFJesus said, Blessed are the peacemakers for they shall be called the children of God(Matthew 5.9). Peacemakers enter into conflict with a commitment to bring Gods goodness out of that situation, however terrible it might be. 165Date 00.00.00165Dr.Sarma-Conflict management

CONFLICT TRANSFORMATIONToday the phrase conflict transformation has been used to describe the various processes whereby people and nations seek to establish constructive and positive dynamics and institutions in their communities in place of the destruction and sorrow of war and civil strife. 166Date 00.00.00166Dr.Sarma-Conflict management

BIBLICAL

confronting evil nonviolently, establishing justice,negotiating agreements, peace-building forging reconciliation.


In Matthew 18 Jesus says, "If another member of the church sins against you, go and point out the fault when the two of you are alone. If the member listens to you, you have regained that one. But if you are not listened to, take one or two others along with you, so that every word may be confirmed by the evidence of two or three witnesses. If the member refuses to listen to them, tell it to the church; and if the offender refuses to listen even to the church, let such a one be to you as a Gentile and a tax collector" (Matt. 18:15-17).*

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To resolve the conflict arising in the mind of Arjuna, Lord Krishna discussed about the four dimensions of conflict and awakened his soul through spiritual discourse. Spiritual intelligence is the fine-tuning of intellectual faculty and this is nonphysical and inspirational in nature. The Bhagavad-Gita teaches this wisdom. This paper has a review of literatures on spiritual intelligence and uses hermeneutics a qualitative research methodology, which is the interpretation of an ancient or a classical literature.

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BIBLICAL REF

Jesus charged his followers to be engaged in positively transforming conflicts, for such people show themselves to be Gods children demonstrating the same care and compassion for people suffering in conflict as God has demonstrated through Christ.


CONFLICT RESOLUTION-BIBLICAL REFPOINTS OF IMPORTANCE:Conciliation - 7 steps of the Social Transformation of Conflict:1. Problem-solving, where the parties disagree but share a problem.2. Shift from disagreement to personal antagonism; the person is seen as the problem.3. Issue proliferationmoving from the specific to the general, from one issue to many.170Date 00.00.00170Dr.Sarma-Conflict management

CONFLICT RESOLUTION-BIBLICAL REF4. Triangulationtalking to other people about the person in conflict not directly to that person. (Triangulation means making a triangle, in this case with two people who bring in a third person to the conflict, not as a mediator to assist in resolving the conflict, but in an effort to get the third person on one side or the other.)

5. Reaction and escalationan eye for an eye.

6. Antagonism increasing to hostility.

7. Polarizationa change in the social organization (breaking of friendship, divorce, church split, civil war, etc.)


The further along the conflict goes through these steps there is more violence, less trust, less accurate communication and less direct contact.

In the Genesis stories we see Adam-and Eve at step 2 where Adam is blaming both Eve and God for the problem. Cain is also at step 2 seeing Abel as the problem, but

he jumps quickly to step 7 in committing murder.172Date 00.00.00172Dr.Sarma-Conflict management

DOMINATION

Domination is where one person or group gains power that is used in a threatening or abusive way over others. Throughout the Bible violent political domination is a problem, whether looking at the oppressions of Pharaoh in Egypt or Samuels concerns about establishing a king in Israel (see 1 Samuel 8). The climax of this violent domination is173Date 00.00.00173Dr.Sarma-Conflict management

DEMON OR DIVINE?seen in Revelation 13 , 13.1.7 depicts Both demonic and divine governments -mixture of both the divinely-established and the demonic.

Some governments may exhibit more of the demonic nature in their destructive behavior, while other governments may not 174Date 00.00.00174Dr.Sarma-Conflict management

THE 50 GREATEST BUSINESS CONFLICTS OF ALL TIME

Thomas Edison electrocuted an elephant to demonstrate the danger of a competitor's technology. Nike , desperate for an advantage over a surging Reebok, signed a college hoops player named Michael Jordan.

Central Pacific Railroad laid an astounding 10 miles of track in 24 hours to grab government payments that the hated Union Pacific would otherwise claim175Date 00.00.00175Dr.Sarma-Conflict management

THE 50 GREATEST BUSINESS CONFLICTS OF ALL TIMEWhat comes through most strongly in these stories is sheer human intensity.

Only a brave novelist would have imagined the brother vs. brother saga of Adidas vs. Puma

Venice vs. Genoa They may look like a dusty tale of feuding city-states, but it set the tone for hundreds of years of European competition.


THE 50 GREATEST BUSINESS CONFLICTS OF ALL TIMERivalries make great stories, and the greatest rivalries make the greatest tales -- reason enough to read the following portraits of brilliance, skullduggery, nobility, mendacity, victory, and failure.



After all, monumental business battles have changed the world.


THE 50 GREATEST BUSINESS CONFLICTS OF ALL TIMEIf tiny MCI hadn't challenged the titanic AT&T the communications revolution would have played out much differently.

Steve Jobs and Bill Gates ended up selling few competing products yet contended for 35 years to impose radically different visions of computing.


THE 50 GREATEST BUSINESS CONFLICTS OF ALL TIMEAnd a global economy that couldn't function without air travel is far faster and better because Airbus and Boeing ( BA 0.82% ) (No. 9) have had to fight each other every day for 40 years. Functional180Date 00.00.00180Dr.Sarma-Conflict management

THE 50 GREATEST BUSINESS CONFLICTS OF ALL TIMECoke ( KO -0.08% ) and Pepsi ( PEP 0.65% ) were so busy pounding the daylights out of each other that they missed an entirely new notion, and today, inconceivably, the bestselling energy drink in U.S. convenience stores isn't made by either company. (It's Red Bull.) Dysfunctional181Date 00.00.00181Dr.Sarma-Conflict management


General Motors and Ford clashed with each other until one day Toyota ( TM 1.89% ) had stolen the bulk of their profits.



The rivalry between the American railroads was economic, ethnic, and spectacular, involving sabotage, deception, and death. Who needs such lessons?



Oh, right, we do. So think of these dramas as guilt-free pleasures. Then, well prepared for the task, go forth and pulverize your rivals. --Geoff Colvin184Date 00.00.00184Dr.Sarma-Conflict management

ACCEPT THE SITUATION

Conflict is not mathematicsThere is not always a solution waiting to be foundIf there is a solution it is very unlikely to be the only one185Date 00.00.00Dr.Sarma-Conflict management185

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AND FINALLY. CONFLICT CANNOT ALWAYS BE SOLVED OR AVOIDEDThe Swiss psychologist Carl Jung once wrote that the greatest and most important problems of life are all fundamentally insoluble. They can never be solved but only outgrown


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AND FINALLY. NOT every CONFLICT IS NEGATIVENot every conflict is negative (sometimes it clears the air)The important thing is to keep wasteful and damaging conflict to a minimum and when conflict occurs, use the techniques to resolve or at least minimize it


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WHAT DID WE LEARN? In workplace or personal conflicts it is all about difference in perspectiveApproaches to Conflict Resolution include;AvoidanceCollaborationCompromiseCompetitionAccommodation188Date 00.00.00188Dr.Sarma-Conflict management

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WHAT DID WE LEARN?

Win Win solutions build relationships and aid solutionsConflict is not mathematics but deals with personalities and emotionsThere is not always a solution waiting to be foundIf there is a solution it is very unlikely to be the only one189Date 00.00.00189Dr.Sarma-Conflict management

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