Conflict Management

Presented by

What is Conflict ?

Conflict is a natural part of life. Dealing

with it in an effective and meaningful way
is the main difference between a healthy
relationship and an unhealthy one.

Conflict(Cont.)
is a process in which one party perceives
that its interests are being opposed or
negatively affected by another party and
the interactive process manifested in
incompatibility, disagreement, or
dissonance within or between social
entities.
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Conflict(Cont)
A conflict is a situation when the interests,
needs, goals or values of involved parties
interfere with one another

Effects of conflict in organizations

Stress
Absenteeism
Staff turnover
De-motivation
Non-productivity

Sources of Conflict
Conflict arises from resource scarcity
Goals of parties are incompatible
Other structural factors (size, reutilization,
specialization, reward systems)
Conflicting perceptions, ideas, or beliefs
Differences between people
Conflicting thoughts/needs within an individual
Lack of communication (maybe)

Views of Conflict
Conflict Good (interactionist view)
Conflict Natural (human relations view)
Conflict Bad (traditional view)
Conflict must be managed

Some typical definitions of conflict include:

Differences of opinion
Disagreements on how to handle issues
Complaints about performance or direction
Financial disagreements
Criticism of behaviors or attitudes
Fighting with one another
A test or challenge to power or position

Consequences of Conflict
Positive

Negative

Failing to deal with conflict

Conflict acts as a
in a constructive manner
healthy and creative
damages individuals,
force for change
organizations, and
Conflict can build
relationships
and strengthen
Ineffective confrontation
relationships
and/or avoidance of
Conflict can help
problems are often the
results of people not having
clarify and improve
the ability to productively
relationships
handle disputes

How to Resolve Conflict?

How to Resolve Conflict?

3 Outcomes of Conflict

WIN - WIN
WIN LOSE
LOSE - LOSE

Conflict Resolution Mechanism

Power based

Right Based

Interest Based

RESOLVE
Respect
Environment
Specify the issue
Open up
Let it go
Viable Solutions
Evaluate after time

Types of Conflict :

1.Interpersonal conflict refers to a conflict

between two individuals. This occurs
typically due to how people are different
from one another. We have varied
personalities which usually results to
incompatible choices and opinions.

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2.Intrapersonal conflict

-occurs within an individual. The experience

takes place in the persons mind. Hence, it is a
type of conflict that is psychological involving
the individuals thoughts, values, principles
and emotions. It leads to restlessness and
uneasiness, or can even cause depression.
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3.Intragroup conflict
- a type of conflict that happens among
individuals within a team.. It is arises from
interpersonal disagreements (e.g. team
members have different personalities
which may lead to tension) or differences
in views and ideas
.
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Intergroup conflict
takes place when a misunderstanding
arises among different teams within an
organization. For instance, the sales
department of an organization can come
in conflict with the customer support
department. This is due to the varied sets
of goals and interests of these different
groups.
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Conflict management :
is the process of limiting the negative aspects of conflict
while increasing the positive aspects of conflict.
The aim of conflict management is to enhance learning
and group outcomes, including effectiveness or
performance in organizational setting .Properly

managed conflict can improve group outcomes .

Conflict management minimizes the negative outcomes
of conflict and promotes the positive outcomes of conflict
with the goal of improving learning in an organization
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Conflict Handling

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Conflict Management
Techniques
Organization Learning and Effectiveness
Needs of Stakeholders
Ethics

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Conflict resolution
Conflict resolution is a term that can be
defined as the methods and processes
concerned in facilitating the peaceful
ending of conflict. Some of these
processes and methods applied in conflict
resolution include mediation, negotiation,
diplomacy, as well as creative peace
building.
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Conflict Resolution
Anticipate Take time to obtain information that can lead to
conflict.
Prevent Develop strategies before the conflict occurs.
Identify If it is interpersonal or procedural, move to quickly
manage it.
Manage Remember that conflict is emotional
Resolve React, without blame, and you will learn through

dialogue.

.
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Why address Conflict Resolution?

Inevitable in dynamic environments
Conflict can lead to feelings of
powerlessness
Conflict can cause anyone especially
subordinates to view administrators,
attending physicians as adversaries and
creates conflict and divided loyalties in the
workplace

Tips for resolving conflict with healthy

assertiveness:
Understand what boundaries you need in a
given situation and understand the boundaries
of the other person(s) involved.

Know yourself. Respecting yourself and

your right to voice your opinion is crucial
to coming across assertively.

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Tips for resolving conflict

Try to ensure that your non-verbal communication is
assertive but not attacking, blaming or selfdepreciating. For example, your tone of voice, facial
and body expression need to be consistent with your
words: be aware.
Be direct and clear with your message without hinting,
making excuses or beating around the bush: mean what
you say.
Be open and willing to listen to other points of view
being expressed
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Tips for resolving conflict

Be direct and clear with your message
without hinting, making excuses or
beating around the bush: mean what you
say.
Be open and willing to listen to other
points of view being expressed

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Conflict Resolution Skills

Getting the facts
Active/Reflective Listening
Defusing/managing anger
Empathy skills
Cognitive restructuring
Negotiating outcomes
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Conflict Resolution
Process
Manage stress quickly while
remaining alert and calm.
Control your emotions and behavior.
Pay attention to the feelings being
expressed as well as the spoken words
of others.
Be aware of and respectful of
differences.

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Conflict Resolution Process

Generate a variety of options;
brainstorm
Choose a solution that works for
everybody
Try the solution. If it doesnt work, go
back to step three and renegotiate.

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Active Listening
Look at the person speaking
Maintain an open mind
Pay attention
Ask questions
Repeat what the speaker says
Listen for the feelings of the speaker
Dont: Interrupt, change the subject, make
up your mind before the person finishes
speaking
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Personal Styles of Dealing with

Conflict
Turtle (Avoidance)
Teddy Bear (Accommodation)
Shark (Domination)
Fox (Compromise)
Owl (Integration)

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Conflict management strategies and

styles
Collaborating: win/win
Compromising: win some/lose some
Accommodating: lose/win
Competing: win/lose
Avoiding: no winners/no losers

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Conflict management

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Conflict management strategies

and styles:
Collaborating :
o I win, you win
Symbol: Owl
When use:
When the people involved are willing to change their
thinking as more information is found and new options
are suggested
When you need to work through animosity and hard
feelings
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Collaborating
When use:
When the people involved are willing to change their
thinking as more information is found and new options
are suggested
When you need to work through animosity and hard
feelings
When you don't want to have full responsibility
When you want others to also have "ownership" of
solutions
When there is a high level of trust
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Collaborating
Drawbacks:
The process takes lots of time and energy
Some may take advantage of other
people's trust and openness

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Compromising
You bend, I bend
Symbol: Fox
Fundamental premise: Winning something
while losing a little is OK

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When to use:
When people of equal status are equally committed to
goals
When time can be saved by reaching intermediate
settlements on individual parts of complex issues
When goals are moderately important
Drawbacks:
Important values and long-term objectives can be
derailed in the process
May not work if initial demands are too great
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Accommodating
I lose, you win
Symbol: Teddy Bear

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When to use:
When an issue is not as important to you as it is to the
other person
When you realize you are wrong
When you are willing to let others learn by mistake
When you know you cannot win
When it is not the right time and you would prefer to
simply build credit for the future
When harmony is extremely important
When what the parties have in common is a good deal
more important than their differences
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Drawbacks:
One's own ideas don't get attention
Credibility and influence can be lost

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Competing

I win, you lose

Symbol: Shark
When to use: When you know you are right
When time is short and a quick decision is needed
When a strong personality is trying to steamroller you
and you don't want to be taken advantage of
When you need to stand up for your rights
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Drawbacks:
Can escalate conflict
Losers may retaliate

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Avoiding

No winners,
no losers
Symbol: Turtle

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When to use:
When the conflict is small and relationships are at stake
When you're counting to ten to cool off
When more important issues are pressing and you feel
you don't have time to deal with this particular one
When you have no power and you see no chance of
getting your concerns met
When you are too emotionally involved and others
around you can solve the conflict more successfully
When more information is needed
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Avoiding
Drawbacks:
Important decisions may be made by
default
Postponing may make matters worse

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Mutual gain /Negotiation

BATNA: Best Alternative to a Negotiated
Agreement.
In negotiation theory, the Best Alternative to a
Negotiated Agreement or BATNA is the course
of action that will be taken by a party if the
current negotiations fail and an agreement
cannot be reached.
BATNA is the key focus and the driving force
behind a successful negotiator.
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Why BATNAs Matter

BATNAs tell you when to accept
and when to reject an agreement
When a proposal is better than your
BATNA: ACCEPT IT

When a proposal is worse than your

BATNA: REJECT IT

Why BATNAs Matter

A good BATNA strengthens your
negotiation power.
Agreement on each sides BATNA
leads to ripe moments e.g.,
parties who agree on a likely court
outcome can settle out of court.
Divergent BATNA images lead to
intractability or violence e.g.,
when each side thinks it can win,
both pursue conflict intensely.

BATNA
A BATNA is not disclosed unless it's
beneficial.
In negotiations involving different
cultures, all parties need to account for
cultural cognitive behaviors and not
allow judgments and biases to affect the
negotiation. The individual should be
separate from the objective
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Discover Interests:
Ask Why And why not for yourself.
Ask them many win-win questions
Actively listen to their words

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Your interest
Communicate your interests explicitly.
Reveal or Signal your interest.
Be specific.
Put your interests and reasoning first and
your proposal or positions later.

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Value Creation
Value creating is not easy as it might
appear
Things that are valuable to you but less
valuable to the other side, and vice
versa?
Create condition for generating many
options.
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Trust And Informations

Importance on trust and relations

Share a little informationsfirst and see
what other party does with it and share a
little more.
Build a relationship.

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Emotions
First recognize and understand your
emotions.
Make emotions explicit and acknowledge
them as legitimate.
Be clear about your real concerns by
being real.
Don't blame them for your problem
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Conclusion
Conflict can be healthy if it is managed
effectively.
Conflict management requires a
combination of analytical and human
skills.
Different conflict management styles may
be used when faced with different
situations.
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Conclusion
Knowing yourself and fully
understanding each situation will help
you understand the conflict management
style needed.

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