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    Conflict Management

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    imad
    The document discusses conflict management and provides definitions and views on conflict. It describes the five stages of the conflict process: potential opposition, cognition and personalization, intentions, behavior, and outcomes. Approaches to resolving conflict include problem solving, compromise, avoidance, and others. Functional conflict supports group goals while dysfunctional conflict hinders performance. Negotiation involves parties attempting to agree on an exchange rate for goods or services through distributive or integrative bargaining strategies.

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    Conflict Management

    Uploaded by

    imad
    438 views21 pages
    The document discusses conflict management and provides definitions and views on conflict. It describes the five stages of the conflict process: potential opposition, cognition and personalization, intentions, behavior, and outcomes. Approaches to resolving conflict include problem solving, compromise, avoidance, and others. Functional conflict supports group goals while dysfunctional conflict hinders performance. Negotiation involves parties attempting to agree on an exchange rate for goods or services through distributive or integrative bargaining strategies.

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    The document discusses conflict management and provides definitions and views on conflict. It describes the five stages of the conflict process: potential opposition, cognition and personalization, intentions, behavior, and outcomes. Approaches to resolving conflict include problem solving, compromise, avoidance, and others. Functional conflict supports group goals while dysfunctional conflict hinders performance. Negotiation involves parties attempting to agree on an exchange rate for goods or services through distributive or integrative bargaining strategies.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    438 views21 pages

    Conflict Management

    Uploaded by

    imad
    The document discusses conflict management and provides definitions and views on conflict. It describes the five stages of the conflict process: potential opposition, cognition and personalization, intentions, behavior, and outcomes. Approaches to resolving conflict include problem solving, compromise, avoidance, and others. Functional conflict supports group goals while dysfunctional conflict hinders performance. Negotiation involves parties attempting to agree on an exchange rate for goods or services through distributive or integrative bargaining strategies.

    Copyright:

    Attribution Non-Commercial (BY-NC)
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    Download as ppt, pdf, or txt
    of 21

    CONFLICT MANAGEMENT

    Types
    Approaches
    DEFINITION OF CONFLICT
    • Chaotic, negative, harmful,disagreement?
    • PROCESS in which
    • Perception of one party being negatively
    affected…
    • On an issue of importance to the perceiver
    Views on Conflict
    • TRADITIONAL-seen as dysfunctional outcome resulting
    from poor communication, lack of openness & trust
    between people, failure of managers to be responsive to
    needs & aspirations of employees.
    • HUMANISTIC- As natural & inevitable outcome in any
    group.
    • INTERACTIONISTIC-a positive force that is necessary
    for a group effectiveness-keeps it viable, self critical &
    creative.
    Functional vs Dysfunctional Conflict

    – FUNCTIONAL WHEN CONFLICT SUPPORTS GOALS OF


    GROUP & IMPROVES ITS PERFORMANCE
    – DYSFUNCTIONAL WHEN HINDERS GROUP
    PERFORMANCE & CAN BE OF THREE TYPES

    • TASK CONFLICT- OVER CONTENT & GOALS OF WORK


    • RELATIONSHIP CONFLICT
    • PROCESS CONFLICT -OVER HOW WORK GETS DONE
    CONFLICT PROCESS

    • FIVE STAGES
    • I. POTENTIAL OPPOSITION OR INCOMPATIBILITY
    • II COGNITION & PERSONALIZATION
    • III INTENTION
    • IV BEHAVIOR
    • V OUTCOMES
    PROCESS-Stage I
    Incompatibility
    • Conditions.
    – Dysfunctional Communication.
    – Structure in terms of size, degree of specialization, role
    clarity & centralization of authority, leadership style,
    degree of dependence between groups.
    – Personal variables.
    This stage indicates presence of conditions that create
    opportunities for conflict to arise.
    PROCESS Stage II
    Perception & Awareness

    • PERCEIVED CONFLICT –awareness by 1 or more


    parties of the existence of conditions that create
    opportunities for conflict to arise. Not personalized.
    • FELT CONFLICT-getting emotionally involved in a
    conflict creating anxiety, frustration or hostility.

    This is the stage where conflict issues get defined & parties
    decide what the conflict is all about. It also brings forth the
    emotional linkages to the issue.
    PROCESS Stage III Intentions

    • Conflict Handling Intentions.


    – COMPETING Desire to satisfy one’s interest
    Regardless of impact of other party to the conflict.
    – COLLABORATING Desire to satisfy fully concerns of all parties.
    – AVOIDING Desire to withdraw or suppress a conflict.
    – ACCOMODATING willingness to place opponent’s interests
    above own.
    – COMPROMISING Willingness to give up something.
    DIMENSIONS OF CONFLICT HANDLING
    INTENTIONS

    ASSERTIVE
    COLLABORATING

    COMPETING

    COMPROMISING

    AVOIDING

    ACCOMODATING
    UNASSERTIVE

    UNCOOPERATIVE COOPERATIVE
    PROCESS Stage IV
    Behavior
    • VISIBLE, OVERT ATTEMPTS TO IMPLEMENT ONE’S
    INTENTIONS. DYNAMIC PROCESS OF INTERACTION
    ANNIHILATORY
    CONFLICT OVERT EFFORTS TO DESTROY THE OTHER PARTY
    AGGRESSIVE PHYSICAL ATTACKS
    THREATS & ULTIMATUMS
    ASSERTIVE VERBAL ATTACKS
    OVERT QUESTIONING OR CHALLENGING OF OTHERS
    MINOR DISAGREEMENTS OR MISUNDERSTANDINGS

    NO CONFLICT

    CONFLICT INTENSITY CONTINIUM


    PROCESS Stage V Outcomes
    • FUNCTIONAL OUTCOMES –IMPROVES QUALITY OF
    DECISIONS, STIMULATES CREATIVITY & INNOVATION, ENCOURAGES
    INTEREST & CURIOSITY, OPEN COMMUNICATION, TRANSPARENCY,
    FOSTERS ENVIRONMENT OF SELF EVALUATION & CHANGE

    • DYSFUNCTIONAL OUTCOMES DISSOLVE COMMON


    TIES, DISCONTENT , DESTRUCTION OF GROUP
    STAGE I STAGE II STAGE III STAGE IV STAGE V

    PERCEIVED INCREASED
    CONFLICT CONFLICT GROUP
    HANDLING PERFORMANCE
    INTENTIONS OVERT
    ANTECEDENTS CONDITIONS •COMPETING CONFLICT
    •COMMUNICATION •COLLABORATING •BEHAVIOR
    •STRUCTURE •COMPROMISING •REACTION
    •PERSONAL VARIABLES •AVOIDING
    •ACCOMODATING DECREASED
    FELT GROUP
    CONFLICT PERFORMANCE

    POTENTIAL OPPOSITION COGNITION INTENTIONS BEHAVIOR OUTCOMES


    OR INCOMPATIBILITY & PERSONALIZATION
    CONFLICT MANAGEMENT

    • USE OF RESOLUTION AND


    STIMULATION TECHNIQUES TO
    ACHIEVE THE DESIRED LEVEL OF
    CONFLICT
    CONFLICT RESOLUTION TECHNIQUES

    • PROBLEM SOLVING • Face to face open discussions


    • SUPERORDINATE GOALS • Creating shared goals
    • EXPANSION OF RESOURCES • Create win-win situations
    • AVOIDANCE
    • Withdraw or suppress
    • SMOOTHING
    • Playing down differences
    • COMPROMISE
    • AUTHORITATIVE COMMAND • Giving up something of value
    • ALTERING THE HUMAN • Using formal authority
    VARIABLE • Training for attitudinal change
    • ALTERING THE STRUCTURAL
    VARIABLES
    • Changing formal structure&
    interaction patterns
    WHEN TO USE DIFFERENT CONFLICT
    RESOLUTION APPROACHES
    APPROACH WHEN

    DOMINATING IMPORTANT ISSUES, SURE OF BEING


    RIGHT, BENEFIT OUTWEIGHS
    DRAWBACK OF POSSIBLE NEGATIVE
    FEELINGS BY DOMINATED GROUP
    ACCOMODATING DISPUTES THAT ARE OF FAR GREATER
    IMPORTANCE TO THE OTHER GROUP
    THAN THEY ARE TO YOUR GROUP

    PROBLEM SOLVING WHEN BOTH GROUPS ARE WILLING TO


    INVEST TIME & EFFORT TO REACH A
    RESOLUTION THAT MAXIMIES
    OUTCOME

    AVOIDING TEMPORARY EXPEDIENT TO BUY MORE


    TIME
    COMPROMISING MIDDLE GROUND –BACK UP APPROACH
    WHEN ALL APPROACHES FAIL TO
    RESOLVE ISSUE
    INTER GROUP CONFLICT
    CONSEQUENCES OF CONFLICT
    CAUSES OF INTER
    DYSFUNCTIONAL CONFLICT RESOLUTION
    GROUP CONFLICT
    •Interdependence WITHIN GRP BET GRP APPROACHES
    •Pooled •Cohesiveness Distorted perception Dominating
    •Sequential •Autocratic leadership-stereotyping Accommodating
    •Reciprocal •Focus on activity Dec in comm. Problem solving
    •Goal differences •Emphasis on loyalty Avoiding
    •Mutually exclusive
    compromising
    •Limited resources Inter group
    •Diff time horizons
    conflict Positive movement
    •Perceptual differences
    CONSEQUENCES OF towards org
    •Status in congruency FUNCTIONAL CONFLICT
    goals
    •Inaccurate perceptions •Awareness of problem
    •Different perspectives •Search for solutions
    •Change & adaptation
    •Innovation
    survival of org
    CONFLICT STIMULATION
    TECHNIQUES

    • COMMUNICATION • Using ambiguous or threatening


    messages
    • BRINGING IN OUTSIDERS • With values conflicting with
    group
    • Realigning work groups,
    • RESTRUCTURING
    ORGANIZATION altering rules , interdependence

    • Designating a critic to argue


    • APPOINTING DEVIL’S
    against majority positions
    ADVOCATE
    NEGOTIATION
    • PROCESS
    • BETWEEN 2 PARTIES
    • IN EXCHANGE F GOODS OR SERVICES
    • ATTEMOPT TO AGREE UPON THE
    EXCHANGE RATE FOR THEM
    BARGAINING STRATEGIES

    • DISTRIBUTIVE BARGAINING- SEEKS TO


    DIVIDE UP A FIXED AMAOUNT OF RESOURCES: A WIN –
    LOSE SITUATION

    • INTEGRATIVE BARGAINING-SEEKS ONE


    OR MORE SETTLEMENTS THAT CREATE WIN- WIN
    SITUATION
    DISTRIBUTIVE VS INTEGRATIVE BARGAINING

    Bargaining Distributive Integrative


    Characteristic Characteristic Characteristic

    Available resources Fixed amount of resources Variable amount of resources


    to be divided to be divided
    Primary motivations I win , you lose I win, you win

    Primary interests Opposed to each other Convergent or congruent to


    each other
    Focus of relationships Short term Long term
    NEGOTIATION PROCESS

    Preparation & Planning

    Definition of ground rules

    Clarification & Justification

    Bargaining & Problem Solving

    Closure & Implementation

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