CONFLICT MANAGEMENT

Introduction
Levels of conflict
Views on conflict
Types of conflict
Methods to manage CONFLICT
DECISION MAKING
1 Friday, December 11, 2009 Anurag pol and Pankaj Mehta
 INTRODUCTION
 People belongs to different –
Background
Point of View
Values, Need
Personalities
When they interact tension are developed
Dissension, Confusion, Hostility, Disunity, Harsh treatment,
Lack of cooperation are common features. “IT IS A PART
OF LIFE”

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 DEFINITION OF CONFLICT
 An active effort by individual or group for its own
preferred interest at the cost of others.
 It is a process in which effort is purposely made
by “A” to offset the effort of “B” by some form of
blocking, that will result in frustrating “B” in
attaining his / her goal.
 Conflict tends to obstruct cooperative action ,
create suspicion and distrust and decrease
productivity.

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 LEVELS OF CONFLICT
 INTRA PERSONAL CONFLICT
 INTER PERSONAL CONFLICT

 INTER GROUP CONFLICT

 INTER GROUP CONFLICT

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 VIEWS ON CONFLICT
 TRADITIONAL VIEW- Conflict is harmful
& need to be suppressed and avoided.
 MODERN VIEW- It is a natural
occurrence. Conflict should be
encouraged, It is necessary for
harmonious, peaceful, cooperative
atmosphere leading to TEAM WORK

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 VIEWS….
 FUNCTIONAL CONFLICT – Conflict
that support the goals of the group and
improve the performance are functional or
Constructive form of conflict. It is
Creatively managed conflict that shakes
people out of their mental ruts and give
them new points of view.

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 VIEWS….
 DYSFUNCTIONAL CONFLICT-
 It is a conflict that hinders group
performance due to poor communication,
lack of openness & trust between
people,failure to be responsive to the needs
& aspirations of the others.

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 INTRA PERSONAL CONFLICT

FRUSTRATION

GOAL CONFLICT
ROLE CONFLICT

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 FRUSTRATION
 The obstacle that hinders a person in
attaining a goal is a source of a frustration.
 It is caused by –
 Environmental Factors
 Personal inadequacies
 Conflict frustration

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 GOAL CONFLICT
 Conflict related to GOALS
 Three Types –
 APPROACH- APPROACH CONFLICT
 APPROACH – AVOIDANCE CONFLICT
 AVOIDANCE- AVOIDANCE CONFLICT

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 ROLE CONFLICT
 SOURSE OF ROLE CONFLICT –
 Competitive Environment
 Differential Reward system
 Scarce Resource
 Role Ambiguity
 Cultural Differences

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 INTER- PERSONAL CONFLICT
JO-HARI WINDOW
Knows about others Does not know about others

Knows OPEN SELF HIDDEN SELF

About
Himself

Does not
know about BLIND SELF UNDISCOVERED
himself SELF
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 CONFLICT RESOLUTION PROCESS-
BASIC ASSUMPTIONS
 Every individual is unique
 Every individuals has the inborn potentiality to
resolve conflict.
 An Attitude of patience must be maintained
 Difference of opinions are healthy & beneficial
 Certain amount of confidentiality must be
maintained
 Anger & Conflict must be accepted.
 WIN-WIN Approach must be adopted

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 CONFLICT- RESOLUTION
MECHANISM
 Define the Problem
 Collects facts & Opinions
 Consider all solutions proposed
 Define the expected result
 Select the solution
 Implement the solution.

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 STRATEGIES-
A
COMPETITION COLLABORATION
s * *
s
e
r
t
i
v
COMPROMISE
e *
n
e
s
s AVOIDANCE ACCOMODATION
*
*

COOPERATIVENESS

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 COMPETITION
 When quick decision is vital
 On important issues where unpopular
actions need implementations
 On issues vital to the organization’s
welfare & when you know you are right.
 Against people who take advantage of
non- cooperative behaviour.

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 COLLABORATION
 When your objective is to learn

 Find an integrative solution when both

sets of concerns are too important to be
compromised.

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 AVOIDANCE
 When a issue is trivial
 To let people cool down and regain
perspective.
 When others can resolve the conflict more
effectively.

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 ACCOMODATION
 When issues are more important to others
than yourself to satisfy others.
 To minimized loss when you are
outmatched.
 When harmony & stability are especially
important

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 COMPROMISE
 To achieve TEMPORARY settlements to
complex issues.
 When opponents with equal power are
committed to mutually exclusive goals
 To arrive at expedient solutions under
time pressure.

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 DECISION MAKING

 TYPES OF DECISION MAKERES

 MAKING OBJECTIVITY IN DECISION
 ACID TEST OF DECISION MAKING
 STEPS IN MAKING GROUP DECISION

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 TYPES OF DECISION MAKERS

 COMMANDERS

They are by nature IMPATIENT and

whose eagerness leads them to jump into
quick decision.

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 TYPES OF DECISION MAKERS

CONVINCERS
They are the persuader-
promoters types. They tend to
act on their emotions, deciding
quickly on whatever feels
good.
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 TYPES OF DECISION MAKERS

CARERS
They decide on the basis of their
feelings but are concerned with
others. Since they don’t want to
hurt or disturb others, they take
long time to take decision
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 TYPES OF DECISION MAKERS

 CALCULATORS

They are perfectionists. They

want all the information before
making decision.
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 MAKING OBJECTIVITY IN DM
 Realize that you may be experiencing stress
 Beware of heavy emotional leaning
 Are you motivated by a hidden agenda ?
 Self deception of wishful thinking can cause
erroneous judgments.
 Don’t make decisions based on assumptions about
what “everybody knows”.
 Don’t lose sight of the big picture
 Seek as much good, objective advise as you can.

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 ACID TEST OF DM
 Find a devil’s advocate.
 Pretend you are an outsider.
 Investigate your information.
 Ask yourself, How comfortable am I in
explaining my decision to someone else.
 Check that you are not vacillating.

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 GROUP DECISION
 Define the issue.
 Gather the alternatives.
 Assign advocacy subgroups.
 Challenge and criticize.
 Reverse perspectives.
 Reach a consensus

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