Description
The PPT on Conflicts, various types of conflicts, reasons for conflicts and conflict handling methodology.
Conflict
Conflict
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Occurs when one party perceives that another party has taken or is about to take action that will harm its interests Key elements of conflict: Opposing interests between individuals and groups Recognition of the opposition Belief by the opposing parties that the other will harm their interests Actions that actually harm such interests Conflict centers around opposing interests
Reasons for conflict
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People interdependent to perform their roles Problem of limited resources Reward structures: building conflict into the systems Interpersonal relations: from grudges to criticism Faulty communication: anger, annoyance, inappropriate comm Differences over methods to be used Problems relating to areas of responsibility / authority Non-compliance with rules and policies
Conflict – positive aspects
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• •
Interpersonal conflicts, used correctly, are an essential part of organizational life Organizations with little disagreement will fail in a competitive environment Conflict is integral to the nature of change Conflict is inevitable. It is an inherent structural component in all social relationships Conflict is a normal aspect of life and should be understood, not fought
Cues to conflict
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• • • •
Members make comments / suggestions with much emotions Attack other’s ideas before they are finished Accuse one another of not understanding the real point Members take sides, refuse to compromise Attack one another on a personal level in subtle ways
Positive Conflict
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It helps open up discussion on an issue It results in problems being solved It increases the level of individual involvement It improves communication between people It releases emotions that have been stored up It helps people to develop their abilities Both sides monitoring performance leads to improvement in performance
Negative Conflict
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It diverts people from dealing with the really important issues It creates feeling of distraction among the people involved It leads to individuals and groups becoming insular and cooperative Leaders may shift from democratic to autocratic practices Each closes ranks and emphasizes loyalty to their group
Conflict Resolution
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• • • • •
Acknowledge conflict exists. Address immediately Identify the ‘real’ conflict. Emotional issues complicate the conflict Hear all points of view Together explore ways to resolve the conflict. Open channels of communication. Brainstorm ideas Gain agreement on and responsibility for, a solution Schedule a follow-up session to review the resolution
Barriers to conflict resolution
Include a team member who: - is defensive, stubborn, and unwilling to listen - Isn’t willing to acknowledge that a conflict exists - Is evasive and unwilling to discuss the conflict because previous attempts have been unsuccessful - Agrees there is a conflict, but does not know what she wants - Does not carry out ‘action’ items
Conflict Handling -- Competing
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When quick decisive action is vital On important issues where unpopular actions need implementing On issues vital to the organization’s welfare and when you know you are right Against people who take advantage of uncompetitive behaviour On issues of safey
Conflict Handling -- Collaborating
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• • • •
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 consensus To work through feelings that have interfered with a relationship
Conflict Handling -- Avoiding
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• • • • •
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 issues seem tangential or symptomatic of other issues
Conflict Handling – Accomodating
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When you find you are wrong; 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; to satisfy others and to maintain cooperation To build social credits for later issues To minimize loss when you are outmatched and losing When harmony and stability are especially important To allow subordinates to develop by learning from mistakes
Conflict Handling -- Compromising
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• • •
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 for competition is unsuccessful
doc_547139885.ppt
The PPT on Conflicts, various types of conflicts, reasons for conflicts and conflict handling methodology.
Conflict
Conflict
•
•
•
Occurs when one party perceives that another party has taken or is about to take action that will harm its interests Key elements of conflict: Opposing interests between individuals and groups Recognition of the opposition Belief by the opposing parties that the other will harm their interests Actions that actually harm such interests Conflict centers around opposing interests
Reasons for conflict
•
• • • • • •
•
People interdependent to perform their roles Problem of limited resources Reward structures: building conflict into the systems Interpersonal relations: from grudges to criticism Faulty communication: anger, annoyance, inappropriate comm Differences over methods to be used Problems relating to areas of responsibility / authority Non-compliance with rules and policies
Conflict – positive aspects
•
•
•
• •
Interpersonal conflicts, used correctly, are an essential part of organizational life Organizations with little disagreement will fail in a competitive environment Conflict is integral to the nature of change Conflict is inevitable. It is an inherent structural component in all social relationships Conflict is a normal aspect of life and should be understood, not fought
Cues to conflict
•
• • • •
Members make comments / suggestions with much emotions Attack other’s ideas before they are finished Accuse one another of not understanding the real point Members take sides, refuse to compromise Attack one another on a personal level in subtle ways
Positive Conflict
•
• • • • • •
It helps open up discussion on an issue It results in problems being solved It increases the level of individual involvement It improves communication between people It releases emotions that have been stored up It helps people to develop their abilities Both sides monitoring performance leads to improvement in performance
Negative Conflict
•
• • • •
It diverts people from dealing with the really important issues It creates feeling of distraction among the people involved It leads to individuals and groups becoming insular and cooperative Leaders may shift from democratic to autocratic practices Each closes ranks and emphasizes loyalty to their group
Conflict Resolution
•
• • • • •
Acknowledge conflict exists. Address immediately Identify the ‘real’ conflict. Emotional issues complicate the conflict Hear all points of view Together explore ways to resolve the conflict. Open channels of communication. Brainstorm ideas Gain agreement on and responsibility for, a solution Schedule a follow-up session to review the resolution
Barriers to conflict resolution
Include a team member who: - is defensive, stubborn, and unwilling to listen - Isn’t willing to acknowledge that a conflict exists - Is evasive and unwilling to discuss the conflict because previous attempts have been unsuccessful - Agrees there is a conflict, but does not know what she wants - Does not carry out ‘action’ items
Conflict Handling -- Competing
•
• • • •
When quick decisive action is vital On important issues where unpopular actions need implementing On issues vital to the organization’s welfare and when you know you are right Against people who take advantage of uncompetitive behaviour On issues of safey
Conflict Handling -- Collaborating
•
• • • •
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 consensus To work through feelings that have interfered with a relationship
Conflict Handling -- Avoiding
•
• • • • •
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 issues seem tangential or symptomatic of other issues
Conflict Handling – Accomodating
•
•
•
• •
•
When you find you are wrong; 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; to satisfy others and to maintain cooperation To build social credits for later issues To minimize loss when you are outmatched and losing When harmony and stability are especially important To allow subordinates to develop by learning from mistakes
Conflict Handling -- Compromising
•
• • •
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 for competition is unsuccessful
doc_547139885.ppt