Transcript
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
y
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012
FURQAN MUNIR LODHIBC141004
CONFLICT MANAGEMEN
TSOFTWARE PROJECT MANGEMENT
QAMAR - UZ - ZAMAN
“CONFLICT IS UNAVOIDABLE”
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
GOALS FOR TODAY
• WHAT IS CONFLICT?• HOW TO CREATE
CONFLICT?• CAUSES• EFFECTS• PREVENT
• METHODS TO DEAL WITH CONFLICTS
• CONFLICT TABLE• STEPS TO RESOLVE
CONFLICTS• CONFLICT STYLES
• USES OF CONFLICT STYLES• CONCLUSION
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
WHAT IS CONFLICT?
A battle, contest or opposing forces existing between primitive desires and moral, religious or ethical ideas.
(Webster’s Dictionary) A state of incompatibility of ideas between two or
more parties or individuals
Conflict management is the practice of identifying and handling conflict in a sensible, fair and efficient manner
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
CONFLICT
What is it?
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
CONFLICT
Why do we do it?
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
CONFLICT
Why do we care?
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
HOW TO CREATE CONFLICT? Not being a role model Take credit, no recognition Be judgmental Send written messages Subordinate should come to see me Make yourself inaccessible to your team Individual vs team approach Telling them? Consulting them? Or deciding with them? Come tomorrow Introduce change without consultation or discussion
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
GENERAL CAUSES OF CONFLICTS
Poorly defined goals Divergent personal values Lack of cooperation/trust Competition of scarce resources Unclear roles/lack of job description
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
EFFECTS OF CONFLICT IN ORGANIZATIONSStressAbsenteeismStaff turnoverDe-motivationNon-productivity
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
HOW TO PREVENT CONFLICTS Frequent meeting of your team Allow your team to express openly Sharing objectives Having a clear and detailed job description Distributing task fairly Never criticize team members publicly Always be fair and just with your team Being a role model
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
METHODS TO DEAL WITH CONFLICTS
Competition (win-lose situation)Accommodation (win-win situation)Avoidance (lose-lose situation)Compromise (lose-lose situation)Collaboration (win-win situation)
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
CONFLICT TABLE
YOU WINYOU LOSE
I WIN
I LOSE
WIN - WINWIN - LOSE
LOSE - LOSE
LOSE - WIN
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
STEPS TO RESOLVE CONFLICTS Assure privacy Empathize than
sympathize Listen actively Maintain equity Focus on issue, not on
personality Avoid blame
Identify key theme Re-state key theme frequently Encourage feedback Identify alternate solutions Give your positive feedback Agree on an action plan
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
WHAT IS YOUR CONFLICT STYLE?
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
CONFLICT STYLES
Low Importance High Importance
High ImportanceRELATIONSHIP
1 2
3
4
5
GOALS
TURTLE
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
TURTLE -- WITHDRAWING
Avoid conflict as all costs Give up their personal goals & relationships Believe it is hopeless to try to resolve conflict Feel helpless Easier to withdraw than face conflict
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
CONFLICT STYLES
Low Importance High Importance
High ImportanceRELATIONSHIP
1 2
3
4
5
GOALS
TURTLE SHARK
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
SHARK -- FORCING Try to overpower opponents by forcing them
to accept their solutions Not concerned with needs of others Do not care about how others perceive them Believe in winning and losing Winning gives them a sense of pride Try to win by attacking, overwhelming, &
intimidating others
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
CONFLICT STYLES
Low Importance High Importance
High ImportanceRELATIONSHIP
1 2
3
4
5
GOALS
TURTLE SHARK
TEDDY BEAR
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
TEDDY BEAR -- SMOOTHING
Relationships most important, goals of little importance
Want to be accepted and liked by other peopleBelieve conflict should be avoided in favor of
harmonyFearful that conflict will hurt someone
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
CONFLICT STYLES
Low Importance High Importance
High ImportanceRELATIONSHIP
1 2
3
4
5
GOALS
TURTLE SHARK
TEDDY BEAR
FOX
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
FOX -- COMPROMISING
Moderately concerned with relationships and goals
Willing to sacrifice part of their goals and relationships in order to find agreement for the common good
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
CONFLICT STYLES
Low Importance High Importance
High ImportanceRELATIONSHIP
1 2
3
4
5
GOALS
TURTLE SHARK
TEDDY BEAR
FOX
OWL
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
OWL -- CONFRONTING Value their own goals and relationships View conflicts as problems to be solved See conflicts as improving relationships
by reducing tension Seek solutions that satisfy both parties Not satisfied until solution is found and
tension is reduced
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
USES OF THE “TURTLE” When issue is trivial When potential damage of confrontation
outweighs the benefits To let people cool down & reduce tension When gathering information When others can resolve the conflict more
effectively
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
USES OF THE “SHARK” When quick, decisive action is vital On important issues where unpopular
actions need to be implemented To protect yourself against people who
take advantage of noncompetitive behavior
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
USES OF THE “TEDDY BEAR” When you realize you are wrong To learn from others When issue is more important to the other
person than to yourself As a goodwill gesture to maintain
cooperative relationship To allow others to experiment
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
USES OF THE “FOX” When goals are important, but not worth
the effort or disruption When opponents with equal power are
strongly committed To achieve temporary settlements to
complex issues
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
USES OF THE “OWL” To find an integrative solution when both
sides are too important to compromise When your objective is to learn To work through hard feelings which have
been interfering with a relationship
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
CONCLUSION
Interaction among workers
Complexity of organizational relationship
Conflict is a healthy sign not a negative process
Dependence of workers on one another
It reflects dynamics
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
CONCLUSIONPOORLY MANAGED CONFLICTS
WELL MANAGED CONFLICTS
Problems and negative attitude
Unfavorable with counter productive results
Identify legitimate differences
Stimulate competition
Powerful source of motivation
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
THANK YOUs
.
.
MUHAMMAD ABIDBC141005
FEHMIDA SHABBIRBC133012FURQAN MUNIR LODHI
BC141004
top related