conflict mngt & resolution techniques

by sujitha & sujitha : 

by sujitha & sujitha CONFLICT MANAGEMENT AND RESOLUTION TECHNIQUES

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CONTENTS 1.CONFLICT 2.CONFLICT MANAGEMENT 3.COMPETITION VS CONFLICT 4.SOURCES 5.ASPECTS 6.TYPES 7.PROCESS 8.CONFLICT RESOLUTION TECHNIQUE 9.THOMAS RESOLUTION STYLE 10.THREE RESOLUTION METHODS 11.WAYS OF NOURISHING CONFLICTS

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WHAT IS CONFLICT? It is simply defined as disagreement, be it violent or subtle form between two persons or parties.

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CONFLICT

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conflict

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DEFINITION:

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@Recognize that conflict is an enduring part of organizational behavior, and develop the skills to be able to analyze and manage it. @When conflict occurs, try to identify its source and move quickly to intervene to find a solution before the problem escalates. @Whenever you make an important change to role and task relationships, always consider whether the change will create conflict. Recognize that good organizational design can prevent conflict from emerging. @Recognize that the appropriateness of a conflict management strategy depends on the source of the conflict. Advice to Managers

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CONFLICT MANAGEMENT: Conflict management is the process of planning to avoid conflict where possible and organising to resolve conflict where it does happen, as rapidly and smoothly as possible.

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COMPETITION VS CONFLICT Both occurs when 2 or more parties engage. Differ in degree of self interest displayed . In conflict one party prevents the success of other. E.g.: Hockey, football. In competition no direct interference of one party with other. E.g.: track events.

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competition conflict

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2 MAJOR SOURCES STRUCTURAL(EXTERNAL): Conflicts which stem from nature of organisation & the way in which work is organised. PERSONAL(INTERNAL): Conflicts which arises from difference among individual.

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STRUCTURAL

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PERSONAL

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SOME COMMON SOURCES ---scarcity of resources (finance, equipment, facilities, etc) ---different attitudes, values or perceptions ---disagreements about needs, goals, priorities and interests ---poor communication ---poor or inadequate organisational structure ---lack of teamwork ---lack of clarity in roles and responsibilities

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ASPECTS OF CONFLICT FUNCTIONAL DYSFUNCTIONAL

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FUNCTIONAL / CONSTRUCTIVE CONFLICT Conflicts that support the goals of the group & improve its performance. DYSTRUCTIVE CONFLICT The destructive forms of conflict that hinder group performance .

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Positive Outcomes of Conflicts Conflicts can have constructive outcomes when they are properly handled. They can: (1) Provide greater interest in the topic of discussion, (2) Stimulate greater feelings of identify, (3) Cause attention to be drawn to the existing problems, (4) Cause diffusion of ideas for the solution for other problems, (5) Promote understanding, (6) Motivate one to work more efficiently.

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TYPES INTRAPERSONAL INTER PERSONAL INTER GROUP INTER ORGANISATIONAL

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INTRA-within…….INTER-between Intrapersonal: Sick child at school Inter personal: Personalities,values,attitudes… Inter group: Different views, resources. Inter organisational: Similar objectives,govt agency&org,head office&manufacturing unit.

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Pondy’s model of conflict LATENT CONFLICT PERCEIVED CONFLICT FELT CONFLICT MANIFEST CONFLICT CONFLICT AFTERMATH

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Stage 1 There is no actual conflict; the potential for conflict to arise is present because of the sources of conflict previously identified. LATENT CONFLICT :

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STAGE 2 PERCEIVED CONFLICT: Each party searches for the origins of the conflict, defines why the conflict is emerging, analyzes the events that led to its occurrence, and constructs a scenario that accounts for the problems it is experiencing with other parties.

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Stage 3 FELT CONFLICT: What began as a small problem escalates into huge conflict. The parties in conflict develop negative feelings about each other.

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Stage 4 MANIFEST CONFLICT: Fighting &open aggression are Common. One party decides how to react to or deal with the party that it sees as the source of the conflict, and both parties try to hurt each other and thwart each other’s goals.

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STAGE 5 CONFLICT AFTERMATH: What happens when conflict reappears depends on how it was resolved the previous time. Every conflict episode leaves a conflict aftermath that affects the way both parties perceive and respond to a future conflict episode.

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CONFLICT RESOLUTION TECHNIQUES Conflict resolution techniques implies that conflicts can be resolved--finished, completed, overcome, or permanently settled through these techniques.

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THOMAS RESOLUTION STYLE

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COMPETING: Competing is assertive and uncooperative an individual pursues his own concerns at the other person's expense. This is a power-oriented mode in which you use whatever power seems appropriate to win your own position your ability to argue, your rank, or economic sanctions. Competing means "standing up for your rights," defending a position which you believe is correct, or simply trying to win.

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ACCOMMODATING: Accommodating is unassertive and cooperative the complete opposite of competing. When accommodating, the individual neglects his own concerns to satisfy the concerns of the other person; there is an element of self-sacrifice in this mode. Accommodating might take the form of selfless generosity or charity, obeying another person's order when you would prefer not to, or yielding to another's point of view.

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AVOIDING: Avoiding is unassertive and uncooperative the person neither pursues his own concerns nor those of the other individual. Thus he does not deal with the conflict. Avoiding might take the form of diplomatically sidestepping an issue, postponing an issue until a better time, or simply withdrawing from a threatening situation

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AVOIDING AVOIDING

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COLLABORATING: Collaborating is both assertive and cooperative the complete opposite of avoiding. Collaborating involves an attempt to work with others to find some solution that fully satisfies their concerns. It means digging into an issue to pinpoint the underlying needs and wants of the two individuals. Collaborating between two persons might take the form of exploring a disagreement to learn from each other's insights or trying to find a creative solution to an interpersonal problem.

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COLLABORATING

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COMPROMISING: Compromising is moderate in both assertiveness and cooperativeness. The objective is to find some mutually acceptable solution that partially satisfies both parties. It falls intermediate between competing and accommodating. Compromising gives up more than competing but less than accommodating. Likewise, it addresses an issue more directly than avoiding, but does not explore it in as much depth as collaborating. In some situations, compromising might mean splitting the difference between the two positions, exchanging concessions, or seeking a quick middle-ground solution.

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14 WAYS TO NOURISH CONFLICT Not listening A hostile reaction Insults Yelling Judgments or assumptions Self-interest

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Unrealistic expectations Blame Sarcasm Harsh words Insincerity A "How is that my problem?" attitude Minimizing a problem Judging a reaction

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Three methods of resolving situations that have reached the stage of open conflict are NEGOTIATION MEDIATION ARBITRATION

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Negotiation: This is the process where mandated representatives of groups in a conflict situation meet together in order to resolve their differences and to reach agreement. It is a deliberate process, conducted by representatives of groups, designed to reconcile differences and to reach agreements by consensus. The outcome is often dependent on the power relationship between the groups. Negotiations often involve compromise - one group may win one of their demands and give in on another. In workplaces Unions and management representative usually follow negotiations to solve conflicts. Political and community groups also often use this method.

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Mediation: When negotiations fail or get stuck, parties often call in and independent mediator. This person or group will try to facilitate settlement of the conflict. The mediator plays an active part in the process, advises both or all groups, acts as intermediary and suggests possible solutions. In contrast to arbitration (see below) mediators act only in an advisory capacity - they have no decision-making powers and cannot impose a settlement on the conflicting parties. Skilled mediators are able to gain trust and confidence from the conflicting groups or individuals.

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Arbitration: Means the appointment of an independent person to act as an judge in a dispute, to decide on the terms of a settlement. Both parties in a conflict have to agree about who the arbitrator should be, and that the decision of the arbitrator will be binding on them all. Arbitration differs from mediation and negotiation in that it does not promote the continuation of collective bargaining. The arbitrator listens to and investigates the demands and counter-demands and takes over the role of decision-maker. People or organisations can agree on having either a single arbitrator or a panel of arbitrators whom they respect and whose decision they will accept as final, in order to resolve the conflict.

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