Managerial Conflict Resolution

Conflict in Organization, Groups and Departments and Managerial Response to Conflict : 

Conflict in Organization, Groups and Departments and Managerial Response to Conflict

What is an Organization? : 

What is an Organization? The definitions are fascinating: A plurality of parts Maintaining themselves through their interrelatedness, and Achieving specific objectives While accomplishing 2 and 3 adapt to the external environment, thereby, Maintaining their interrelated state of the parts (SOURCE: Argyris, 1960: 27-28)

What is a Group? : 

What is a Group? A group is a collection of users and/or other groups that shares a common interest or responsibility and therefore have common privileges. For example, you may want to treat all Sales Executives at your company as a single group and make them all Business Developers. When granting privileges to a group, all users and groups that belong to the group acquire those privileges.

What is a Department? : 

What is a Department? Departments are the entities organizations formed to organize people, reporting relationships, and work in a way that best supports the accomplishment of the organization's goals. Departments are usually organized by functions such as human resources, marketing, administration, and sales.

How do you define Conflict? : 

How do you define Conflict? Conflict is the result of: Incompatible needs and wants Limited consumable resources (time and goods) Differences in ideals or opinions Childhood Examples: There is one cookie remaining. Both children want it. Johnny wants to play but mom says it is nap time. Two children want to push the button on the elevator.

How about in the Context of Management? : 

How about in the Context of Management? Conflict as taught for graduate and professional work in conflict resolution commonly has the definition: "when two or more parties, with perceived incompatible goals, seek to undermine each other's goal-seeking capability".

Conflict in Groups and Departments : 

Conflict in Groups and Departments Group cohesion can lead to conflict. The causes of conflict includes operative goal incompatibility, differentiation, interdependence, resource scarcity, power, uncertainty and rewards

Conflict in Organizations. : 

Conflict in Organizations. Conflict can be constructive, if it introduces new information into a problem,or if it encourages creativity. It can be destructive if it distracts attention from the task or inhibits communication

Identifying Conflict : 

Identifying Conflict The first step in managing conflict is to identify the conflict Do the group members know that a conflict exists? Are the group members arguing over competing goals? Are scarce resources at stake? Are the group members dependent on each other to solve the conflict?

Why to Manage Conflict? : 

Why to Manage Conflict? We must expect conflict to occur in our organizations. Conflict exists only within the context of interdependence. Thus, conflict is a relationship between segments of an interrelated system: persons, a group, an organization, a community, a nation. We need to manage conflict in order to obtain profitable return from it.

Slide 11: 

Alternatives to Resolve Conflict

Negotiation Resolves Conflict : 

Negotiation Resolves Conflict Ineffective Effective Positional Negotiations Principled Negotiations Positional Negotiations result in win-loose settlements Feuding parties stand firm to their position Individuals become the center of the feud – “You” Conflict continues until one side surrenders Results Loser may be demoralized, upset, angry, seek revenge Winner may become more stubborn

Negotiation Resolves Conflict : 

Negotiation Resolves Conflict Principled Negotiations result in win-win agreements Focus on the problem, not individuals Focus on the interests of parties involved, not positions Focus on creative resolutions Ensure that the outcome provides mutual gain Results Both sides win because both are enriched and improved Working relationships are strengthened Ineffective Effective Positional Negotiations Principled Negotiations

How does Feedback Help? : 

How does Feedback Help? Positive reception maintains open communication Withhold judgment Invite perspective Summarize your understanding of the concern Explore situation & impact Clarify Understanding. Provide facts and impacts Define expectations Confirm the problem has been uncovered Build the relationship

Feedback : 

Feedback How could have Vishal reacted differently? Ignore the Problem and the Messenger Defensively Rationalization By accepting feedback and withholding judgment, Vishal: Defused the conflict Received additional valuable feedback Strengthened the relationship

Conflict Resolution - Exercise : 

Conflict Resolution - Exercise Take a few minutes to think about a personal conflict you are experiencing now, or within the recent past. Consider your resolution options. What would be the pros and cons? How would the other party react to the proposed resolution? Take a few minutes to jot down some notes.

Final Round Up : 

Final Round Up What is Conflict? How can Conflict be Solved? Independent Resolution Mediation Intervention Prevention Principles of Negotiation Principle Vs. Positional Creative Win-Win Solution Builds Relationships Push Off Conflict. FEEDBACK