Conflict management

CONFLICT CONFLICT MANAGEMENTMANAGEMENT

ABHAY YADAVABHAY YADAV

HRDHRD

What Is conflict? What Is conflict?

Conflict is the condition in which Conflict is the condition in which people’s concerns (the things they care people’s concerns (the things they care about) appear to be incompatible with about) appear to be incompatible with someone else. The best way to manage someone else. The best way to manage conflict is to think and act in ways that conflict is to think and act in ways that help prevent conflict in the first place. help prevent conflict in the first place. Conflict occurs when people view the Conflict occurs when people view the same situation / issue in different ways. same situation / issue in different ways.

When does conflict Arises? When does conflict Arises?

A single conflict situation can be A single conflict situation can be perceived as either real or non-perceived as either real or non-Existent. Existent.

When does conflict Arises? When does conflict Arises?

Differences surrounding…Differences surrounding… Goals Goals Approaches / MeansApproaches / Means PrioritiesPriorities OpinionsOpinions PerceptionsPerceptions ValuesValues StylesStyles NeedsNeeds Same Needs Same Needs

Problem with conflicts Problem with conflicts Creates unhealthy competitionCreates unhealthy competition Creates stressCreates stress Creates hurt feelingsCreates hurt feelings lowers moralelowers morale Leads to low productivityLeads to low productivity Leads to hostility and fearLeads to hostility and fear Blocks communicationBlocks communication Undermines teamworkUndermines teamwork Imposes obstaclesImposes obstacles

There are some benefits There are some benefits too: too: Promote creativityPromote creativity Promotes innovationPromotes innovation Challenges the status quo (avoid Challenges the status quo (avoid

groupthink)groupthink) Ignites debate about how to better Ignites debate about how to better

our practicesour practices Triggers behavior changesTriggers behavior changes

Conflict is not always bad – conflict Conflict is not always bad – conflict

focused on ideas and based on a focused on ideas and based on a

shared desire for the best result is shared desire for the best result is

healthy and positivehealthy and positive

Two basic dimensions of Two basic dimensions of Conflict Behavior: Conflict Behavior:

Assertiveness: Assertiveness:

This happens when your views and opinions appear to This happens when your views and opinions appear to be incompatible with other's. These kind of situation be incompatible with other's. These kind of situation shows that your assertiveness is the degree to which shows that your assertiveness is the degree to which you try to satisfy your views and opinions.you try to satisfy your views and opinions.

Cooperativeness:Cooperativeness:

This is the degree to which you try to give other This is the degree to which you try to give other person's views and opinions more importance then person's views and opinions more importance then yours. The word itself suggests being receptive to yours. The word itself suggests being receptive to other person's ideas. other person's ideas.

Conflict Handling ModesConflict Handling Modes

Conflict Handling ModesConflict Handling Modes

There are five combinations of There are five combinations of assertiveness and cooperativeness, assertiveness and cooperativeness, which are discussed here. which are discussed here.

# Competing:# Competing:

It is assertive and uncooperative. It is assertive and uncooperative. Here you try to satisfy yourself and Here you try to satisfy yourself and give no value to other person.give no value to other person.

## Collaborating: Collaborating: It is both assertive and cooperative. It is both assertive and cooperative.

Here a win win solution is looked at Here a win win solution is looked at which satisfies both the parties which satisfies both the parties involved. involved.

# Compromising: # Compromising: It is in the middle, none of the It is in the middle, none of the

component is given high importance. component is given high importance. It is situation you accept a It is situation you accept a settlement which only partially settlement which only partially satisfies both the parties. satisfies both the parties.

# Avoiding:# Avoiding: This is both unassertive and uncooperative. This is both unassertive and uncooperative.

You avoid the conflict without trying for any You avoid the conflict without trying for any satisfaction to any of the parties concerned. satisfaction to any of the parties concerned.

# Accommodating:# Accommodating: It is unassertive and cooperative. You give all It is unassertive and cooperative. You give all

the importance to the concerns of other party the importance to the concerns of other party at the expense of your own inputs.at the expense of your own inputs.

Note::Note:: The ultimate aim of all these five is same to The ultimate aim of all these five is same to

resolve conflict, but as per our nature and resolve conflict, but as per our nature and situations we tend to wear any of these situations we tend to wear any of these masks to resolve conflict. masks to resolve conflict.

How can we use these How can we use these modes effectively?modes effectively?

# When to Compete?# When to Compete?

- Use this module as less as possible. - Use this module as less as possible. - Competing can be used on important - Competing can be used on important issues where collaborating is not feasible, issues where collaborating is not feasible, such as: such as:

* When you are right * When you are right * When not so popular actions are required * When not so popular actions are required to be taken to be taken * When quick decisions to be taken * When quick decisions to be taken * To defend when under attack * To defend when under attack * Too considerate people * Too considerate people * When consensus is not possible. * When consensus is not possible.

Behavioral skills for Competing: Behavioral skills for Competing:

* Persuasion* Persuasion

Complete the groundwork Complete the groundwork Motives clearly explained Motives clearly explained Shared concern should be emphasized Shared concern should be emphasized Be specific and credible Be specific and credible

* Fighting fair* Fighting fair

Stick to the issue in discussionStick to the issue in discussion Give respect to the other partyGive respect to the other party Listen carefully and respond Listen carefully and respond Act as a referee Act as a referee

* Warnings not threats* Warnings not threats • No threateningNo threatening• Warnings can be used Warnings can be used

* Impose decision * Impose decision

• Assert your authorityAssert your authority• Reward the new behaviorReward the new behavior• Follow up on deviations if occurs in the time of Follow up on deviations if occurs in the time of

discussions discussions

* Support * Support

• Be supportiveBe supportive• Be tough mindedBe tough minded• Keep talking about the issue of "Fitting"Keep talking about the issue of "Fitting"

# When to Collaborate?# When to Collaborate?

- Build the conditions where the collaboration - Build the conditions where the collaboration

is possible is possible

- Try to collaborate on important issues, like - Try to collaborate on important issues, like

* When both the parties are vital for * When both the parties are vital for

organization organization

* When learning is there * When learning is there

* Merge insights from diverse perspectives * Merge insights from diverse perspectives

* When commitment is needed * When commitment is needed

* When concern is on maintaining relationships * When concern is on maintaining relationships

Behavioral skills for collaborativeness:Behavioral skills for collaborativeness:

* Right Tone: * Right Tone:

See others' positive concernsSee others' positive concerns Use we and no blame gameUse we and no blame game Benefits of solution Benefits of solution Be polite Be polite

* Both parties concern* Both parties concern

Talk about concerns and not positionsTalk about concerns and not positions Don't blame positionsDon't blame positions Share and discuss your concernsShare and discuss your concerns Help other party to share their concerns Help other party to share their concerns

* Mutual Problem * Mutual Problem

• Use 'and' and no 'buts‘Use 'and' and no 'buts‘• Integrative approach to resolve conflict Integrative approach to resolve conflict

* Brainstorm* Brainstorm

• Be flexible and openBe flexible and open• Exploratory languageExploratory language• Agree on the best solution Agree on the best solution

* Collaborating in Groups* Collaborating in Groups

• Derive multiple alternativesDerive multiple alternatives• Work on more informationWork on more information• Create common goalsCreate common goals• Use humorsUse humors• No power and authorityNo power and authority• Consensus Consensus

# When to Compromise?# When to Compromise?

- Not on vital issues - Not on vital issues - when small is at stake - when small is at stake - Compromise when collaborating and - Compromise when collaborating and competing is not feasible, such as competing is not feasible, such as

* When people involved have equal * When people involved have equal powers powers * When temporary solution is seeked * When temporary solution is seeked * When fast decision required under time * When fast decision required under time pressure pressure * when assertiveness can harm relations * when assertiveness can harm relations * when other two C have failed * when other two C have failed

Behavioral skills for COMPROMISING: Behavioral skills for COMPROMISING:

* No Competing* No Competing

Take information on situationTake information on situation Suggest compromise and don’t look weekSuggest compromise and don’t look week Give concessions if reciprocated. Give concessions if reciprocated.

* Fairness* Fairness

Insist on being fairInsist on being fair Determine the factsDetermine the facts Give and take relationship Give and take relationship

# When to AVOID?# When to AVOID?

- Try not to do that - Try not to do that Avoid emotional conflicts Avoid emotional conflicts Issues of blame game Issues of blame game Control angerControl anger when discussion deviate to personalities when discussion deviate to personalities

- Avoid when little is gained - Avoid when little is gained Unimportant issuesUnimportant issues Symptoms of other issuesSymptoms of other issues anyone else can handleanyone else can handle too sensitive issuestoo sensitive issues You know you cannot win You know you cannot win

- Postpone - Postpone find time to gather informationfind time to gather information RefocusRefocus Need a breakNeed a break Setting change Setting change

Behavioral Skills for AVOIDINGBehavioral Skills for AVOIDING

* Deciding what is important * Deciding what is important

Clear cut goalsClear cut goals Joint goalsJoint goals Sticking to goalsSticking to goals Look for more information Look for more information

* Do not sound week* Do not sound week

Give reasonGive reason Set a time if postponingSet a time if postponing Inviting language Inviting language

* No Anger please* No Anger please

Set psychological boundariesSet psychological boundaries Give benefit of doubt Give benefit of doubt Discharge anger politelyDischarge anger politely Use fun and humor Use fun and humor

# When to ACCOMODATE?# When to ACCOMODATE?

- Yield to better position - Yield to better position If you are persuadedIf you are persuaded When others have more information When others have more information

- If you are losing - If you are losing when your boss is in picturewhen your boss is in picture When you are outvoted by groupWhen you are outvoted by group When you are outmatched When you are outmatched

- Sacrifice- Sacrifice Do a favorDo a favor Let people tryLet people try Boosting confidence Boosting confidence

- Accommodate to keep away hard feelings - Accommodate to keep away hard feelings To repair damageTo repair damage to forgive others to forgive others

Behavioral skills for ACCOMMODATINGBehavioral skills for ACCOMMODATING

* Concede gracefully* Concede gracefully Don’t show sore emotionsDon’t show sore emotions Explain your motive behind your action Explain your motive behind your action

* Satisfy a complaint* Satisfy a complaint Accept anger but no abuse Accept anger but no abuse Explain without sounding defendingExplain without sounding defending Apologies if importantApologies if important ListenListen Reply in a polite manner Reply in a polite manner

#Conflict Exercise:#Conflict Exercise: Describe three situations where conflict surfaced:Describe three situations where conflict surfaced: Family MemberFamily Member FriendFriend Co-worker – or work related Co-worker – or work related

Answer the following:Answer the following: Describe the situation – what was it?Describe the situation – what was it? How did you feel?How did you feel? What were the emotions?What were the emotions? What happened as an outcome?What happened as an outcome? Was it resolved? Was it resolved? If so, how?If so, how? If not, will it be resolved?If not, will it be resolved? Why or why not? Why or why not?

Thank YouThank You