Conflict Management

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Conflict Management
"The best general is the one who never
fights." --Sun Tzu, Chinese military strategist
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Conflict

• Happens in all spheres of life
• At different levels
• - Micro level
• intra-personal
• - Macro level
• international

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At different levels

• - Micro level
• intra-personal

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At different levels

• At different levels- Macro level
• international

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Conflict

• Conflicts are often thought of as disagreements
  or problems at an interpersonal level. But these
  arent necessarily conflicts.
• On the other hand, a problem exists when there is
  a divergence of opinion that does affect
  behavior, decisions or the ability to accomplish
  a task. If there is also a belief that the
  interests or goals of the parties involved cannot
  be achieved simultaneously, then the problem has
  become a conflict. The ability to differentiate
  these various possibilities is an important first
  step in developing a conflict resolution strategy
  

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What is Conflict

• Conflict is defined by 2 things
• The issue or goal upon which the conflict is
  based and the relationship between the
  conflicting parties.

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Types of Conflict

• Concern
• Goals
• Resources
• Power
• Ideology
• Norms
• Relationships

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Different views on conflict

• Traditional View
• Behavioral View
• Interactionist View

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Effects Of Conflicts

• Loss of Morale
• Missing of Deadlines
• Reduced Productivity
• High Employee Turnover

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Effects Of Conflicts

• Distrust
• Increased stress
• Abusive behavior
• Reduced collaboration

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Why Conflict Is Not Addressed

• managers and executives often fail to recognize
  what constitutes real conflict in their
  organizations
• general discomfort in dealing with issues
  involving strong emotions, some managers wont
  intervene unless situations go to extremes, or
  will ignore conflict (consciously or
  unconsciously) fearing that if they intervene,
  they assume responsibility for the resolution.

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Why Conflict Is Not Addressed

• Some employees fear that if they bring attention
  to conflict issues they will be labeled as hard
  to get along with or simply not "team players".
• Most disputants who have not developed career
  related negotiation skills (such as sales or
  purchasing) have little ability to negotiate
  effectively.

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Steps towards conflict resulition

• Detect potential sources of
• Discuss the effects of conflict on both the
  individual employee and the workplace environment
  
• Identify techniques for reacting to conflict
• Identify and apply communication skills that will
  aid in the resolution of workplace conflicts

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Education Is Better Than Persuation
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Conflict Resolution Management

• Avoidance Mode
• Resignation
• Withdrawal
• Diffusion
• Appeasement

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Conflict Resolution Management

• Approach Mode
• Confrontation
• Compromise
• Arbitration
• Negotiation

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Conflict Resolution Management

• Contingency Approach
• Power Play
• Bargaining
• Collaboration

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Setting up of effective conflict mgt. Sys

• A corporate policy
• Documentation
• Training
• Monitoring, Evaluation, Course correction

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Setting up of effective conflict mgt. Sys

• Conflict prevention is the first goal. is.
• resolved as quickly as possible.
• Conflicts are best addressed as directly
• Conflicts should be dealt with at the most
  informal level
• Arbitration and litigation are always options for
  resolving conflicts.
• A conflict be resolved through informal dialogue
  between the parties or in mediation than having
  to resort to the more formal

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Tips to Keep in mind

• Keep a reasonable perspective
• Take the time to survey
• Initiate negotiations.
• Sense of humor-this can diffuse the tension that
  may inhibit a solution
• Avoid "win-lose" outcomes. With most conflicts,
  there is no "right" or "wrong" answer. Use your
  creative brain to come up with alternative
  solutions.

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Tips to Keep in mind

• Don't get defensive. See point directly above.
• Remove your ego from conflict.
• Don't maintain constant eye contact.
• If things get out of control, become too heated,
  or are going nowhere, it might be a good idea to
  suggest that the issue be addressed at a later
  date

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• Message 5
• Date Sat, 26 Oct 2002 005726 -0700 (PDT)
• From Ashish Bubna ltbubna_ashish_at_yahoo.co.ingt
• Subject Re Conflict Management
• Hi,
• Hope this ppt will be useful..
• Regards,
• Ashish