Conflict management

APRESENTATION ONCONFLICT MANAGEMENT

Presented by :-

Mehul RasadiyaPresent for :-

Ms. Neha Rathi

(K.K.Parekh Inst. of Mgt. Studies- Amreli)

WHAT IS CONFLICT?

Conflict is any situation in which two or more parties feel themselves in opposition . It is an interpersonal process that arises from disagreements over the goals or the methods to accomplish those goals

Newstrom and Davis

CAUSES OF CONFLICT

1. Security

2. Inability to control self and others

3. Respect between parties

4. Limited resources

5. Frustrations

TYPES OF CONFLICT

Internal Conflict

Which is a disturbance that rages within a single individual.

Interpersonal Conflict

Which is a disturbance that exists between two or more individuals or groups.

CONT…………Intrasender Conflict

Originate in the sender who gives conflicting instructions.Intersender Conflict

Arises when a person receives conflicting message from one or more sources.Interrole Conflict

Occurs when a person belongs to more than one group.

CONT………..Person- role

Result of a discrepancies between internal and external role.Interperson

Between people whose position require interaction with other persons who fill various roles in the same Organization or other Organization.

CONT………….Intragroup

Occurs when a group faces new problem ,when new values are imposed on the group from outside.Intergroup

when two groups have different goals and can only achieve their goals at the other’s expense.

CONT……….

Role Ambiguity

Condition where an individual do not know what is expected of them.Role Overload

individuals cannot meet the expectations placed on them.

STAGES OF CONFLICT 1. Latent Conflict

It exist whenever individual, groups, organization, or nations have differences that bother one or the other but those difference are not great enough to causes one side to act to alter the situation.

2. Perceived Conflict

indicates cognitive awareness of stressful situation

CONT………..3. Felt Conflict

Presence of affective states such as stress, tensions, anxiety, anger, hostility.

Organization. Groups, or individuals become more internally cohesive.

4. Manifest Conflict

At this stage the conflicting parties are actively engaging in conflict behavior .

STRATEGIES OF CONFLICT RESOLUTION

COLLABORATING

Cooperating with the other party to understand their concerns and expressing your own concerns in an effort to find a mutually and completely satisfactory solution.

Fundamental premise :: Teamwork and cooperation help everyone achieve goals while also maintaining relationships.

Strategic philosophy :: The process of working through differences will lead to creative solution that will satisfy both parties concerns.

WHEN TO USE COLLABORATING

When there is a high level of trust.

When you don’t want to have full responsibility.

When you want others to also have ownership of solution.

When you need to work through animosity and hard feelings.

DRAWBACKS OF COLLABORATING

The process takes lots of time and energy.

Some may take advantage of other people’s trust and openness.

COMPROMISING

Attempting to resolve a conflict by identifying a solution that is partially satisfactory to both parties, but completely satisfactory to neither.

Fundamental premise :: winning something while losing a little .

Strategic philosophy :: Both ends are placed against the middle in an attempt to serve the common good while ensuring each person can maintain something of their original position .

WHEN TO USE COMPROMISING

When people of equal status are equally committed to goal.

When goal are moderately important.

When time can be saved by reaching intermediate settlements on individual parts of complex issues.

DRAWBACKS OF COMPROMISING

May not work if initial demands are too great.

Important values and long-term objective can be derailed in the process.

ACCOMMODATING

Allowing the other party to satisfy their concern while neglecting your own.

Strategic philosophy :: Appease others by downplaying conflict, thus protecting the relationship.

WHEN TO USE ACCOMMODATING

When you realize you are wrong.

When you know you can’t win.

When you are willing to let others learn by mistake .

When it is not right time and you would prefer to simply built credit for the future.

DRAWBACKS OF ACCOMMODATING

One’s own ideas don’t get attention.

Credibility and influence can be lost.

COMPETING

Using formal authority or other power that you possess satisfy your concern without regard to the concerns of the party that you are in conflict with.

Strategic philosophy :: When goals are extremely important , one must sometimes use power to win.

WHEN TO USE COMPETING

When you know you are right.

When time is short and quick decision is needed.

When you need to stand up for your right.

DRAWBACKS OF COMPETING

Can escalate conflict.

Loser may retaliate.

AVOIDING

Not paying attention to the conflict and not taking any action to resolve it.

Strategic philosophy :: Avoids conflict by withdrawing , sidestepping, or postponing.

WHEN TO USE AVOIDING

When the conflict is small and relationships

are at stake.

When more important issues are pressing.

When you have no power.

When you are too emotionally involved and

others around you can solve the conflict more

successfully.

When more information is needed.

DRAWBACKS OF AVOIDING

Important decision may be made by default.

Postponing may make matters worse.

Define conflict

Examine possiblesolution

Test solution

EvaluateSolution

AcceptSolution

RejectSolution

Out

Stages of Conflict Resolution