This document discusses techniques for enhancing interpersonal skills to manage conflict. It discusses recognizing emotions in others through empathy, developing emotional bonds with people through trust and respect, and being sensitive to others' motivations. Effective communication techniques include listening to others, admitting mistakes, and developing self-awareness. Working as an effective team member requires keeping a positive attitude, greeting people, and recognizing each person's feelings and opinions.

1. Enhancing Interpersonal Skills to
handle Conflict Management

3. What we want from life ?
Some Observations
• Pleasure of living
• Pleasure to serve the society
• Success
• Happiness
• Sense of uniqueness
• Inner satisfaction
• Desire to contribute
• Recognition
• Sense of togetherness
• Sense of dignity

4. Interpersonal Relations
• Interpersonal relations is the key which
unlocks many business problems.
• Interpersonal relations is satisfying
group efforts.
• It is a discipline in itself.

5. • The beginning of ‘everything’ happening in
business and core of all actions is human
activity
• Nothing of any consequence happens until
human beings want to act
• Individuals are hired/selected based on their
technical skills but their success on the job is
based on Human Relation Skills
• People need people. Human experience
involves interaction or relationship with other
people.

6. Interpersonal relationships are social
associations, connections, or affiliations
between two or more people.
They vary in differing levels of intimacy
and sharing, or establishment of
common ground.
The study of relationships is of concern
to sociology, psychology and
anthropology

7. • It explains why one man works harder than
the other.
• Why one employee quits his job much
sooner than the other.
• Why one group of employee restricts their
output and and another works energetically.

8. • Interpersonal Relations stand for the
development of an effective organization.
• It is more than winning friends and
influencing people.
• It is based on the recognition of human
feelings and aspirations in the
organizations.

9. The concept of Emotional Intelligence comes
from understanding others’ feelings and
attitude, thereby developing more respect for
people and accepting them as individuals
Emotional Intelligence, Interpersonal Skills,
Relationship Management Skills, Behavioral
Skills are just different names for an ability to
deal with people in a warm, positive and result
oriented manner.

10. Emotional Intelligence &
Intelligence Quotient
• IQ offers little to explain the different destines of people
with roughly equal promises, schooling, and
opportunity.
• 95 Harvard students from classes of 1940s were
followed into middle age. It was found that the men
with the highest test scores in college were not
particularly successful compared to their lower-scoring
peers in terms of salary, productivity, or status in their
own field. They also did not have the greatest life
satisfaction nor high levels of happiness with
friendships, family and romantic relationship.

11. The problem is not with emotionality but
with the appropriateness of emotions and
its expression.
The challenge is to manage our emotional
life with intelligence.

12. Interpersonal Relations are the integration
of people into work situations that motivate
them to work together.

13. Interpersonal relations deals with
• Human emotions
• Impulses and
• Deep feelings
These arise out of one`s needs
and drives such as:
• The instinct of security and possession
• Emotions like love, hate, anger, fear, pride
curiosity etc.

14. Psychology of Interpersonal
Relations

15. Why do people

16. OPEN AREA
HIDDEN AREA
OF ONE’S
PERSONALITY
BLIND AREA
BLIND PART OF ONES
PERSONALITY WHICH IS
KNOWN TO OTHERS BUT
UNKNOWN TO SELF
UNKNOWN OR DARK
AREA OF ONE’S
PERSONALITY NOT
KNOWN TO ANYONE.
Self
Known Unknown
Known
Unknown
It gives information regarding exposure (Capacity to tell
others about one’s self) one feedback (Individual
susceptibility to one’s ownself).
JOHARI WINDOW

17. Transactional
Analysis

18. 18
What is T.A.?
TRANSACTIONAL ANALYSIS IS ...
• PERSONALITY THEORY SIMPLIFIED
• MOTIVIATION THEORY SIMPLIFIED
• A LEADERSHIP STYLE
• A TRAINING TOOL
• AN EASY WAY OF UNDERSTANDING WHO SAYS WHAT,
AND WHY PEOPLE ACT AND INTERACT THE WAY THEY
DO
• AN AID IN DEALING WITH CONFLICT PROBLEMS

19. Objective of TA
To provide better understanding of
how people relate to each other so
that they may develop better
understanding and improved
human relationships.

20. 20
REASONS FOR POPULARITY OF T.A. IN
MANAGEMENT
SIMPLE
LANGUAGE
USEFUL AT WORK &
AT HOME
DEMONSTRATED
SUCCESS IN BUS.
ORGANIZATIONS
NON-THREATENING
SELF-ANALYSIS
APPROPRIATE
FOR “NORMAL
PEOPLE”
BUILT-IN HUMOR

21. 21
BASIC HUMAN EGO STATES
(PERSONALITY STATES)
THREE BASIC
EGO STATES
FURTHER BREAKDOWN OF EGO STATES
P
(PARENT)
A
(ADULT)
C
(CHILD)
CRITICAL PARENT
NURTURING PARENT
ADULT
ADAPTED CHILD
NATURAL CHILD
LECTURING, CRITICIZING, MANY
“OUGHTS”, “SHOULD” &”DON’TS”
CONSOLING, “TAKING CARE” OF
OTHERS, SYMPATHY
OBJECTIVE, RATIONAL, ORIENTED
TOWARD PROBLEM SOLVING, DE-
EMPHASIZE EMOTION
MODIFIED BEHAVIOUR TO CONFORM
TO ADULT EXPECTATIONS,
MANUPULATIVE, SUMBISSIVE
PLAYFUL, IMPULSIVE, NATULRALLY
CURIOUS &CREATIVE, FUN LOVING,
REBELLIOUS

22. 22
TYPICAL WAYS OF EXPRESSING EGO STATES ON
THE JOB
CRITICAL
PARENT
NURTURING
PARENT
ADULT
“CAN’T YOU TURN IN A REPORT ON TIME JUST ONCE?”
“WHAT, IT TAKES TWO WEEKS TO ANSWER AN E-MAIL?”
“I’M SURPRISED AT YOU… THE QUALITY OF THIS DOCUMENT IS
LOUSY”
“I’M ONLY TRYING TO HELP YOU”
“LET ME CLEAN UP THAT DESK FOR YOU, MR. SMITH”
“YOU’VE DONE A SWELL JOB”
ADAPTED
CHILD
NATURAL
CHILD
“WHAT ARE THE ALTERNATIVES?”
“CAN’T WE REACH SOME SORT OF COMPROMISE?”
“WHAT CONSEQUENCES WILL THIS ACTION HAVE?”
“ANYTHING YOU SAY, SIR!”
“SORRY, I’LL TRY TO IMPROVE.”
“WHAT WOULD WE DO WITHOUT YOU”
“NOBODY FOLLOWS THAT RULE ANYWAY.”
“FORGET ABOUT IT, HE’S JUST THE BOSS”
“LET’S KNOCK OFF FOR TODAY! WHO WANTS TO WORK ON A
FRIDAY AFTERNOON ANYWAY?”

23. 23
TYPES OF INTERPERSONAL TRANSACTIONS
P P
A
CC
A
P P
A
CC
A
P P
A
CC
A
P P
A
CC
A
P P
A
CC
A
P P
A
CC
A
COMPLEMENTARY CROSSED ULTERIOR
EXPECTED RESPONSE,
NO CONFLICT
PRODUCE CONFLICT, STOP
COMMUNICATION, HURT FEELINGS
VERBAL COMMUNICATION
NON-VERBAL HIDDEN MEANING

24. 24
EXAMPLES OF COMPLEMENTARY
TRANSACTIONS ON THE JOB
P P
A
CC
A
P P
A
CC
A
P P
A
CC
A
(1) ACS: “CAN I GET YOU
ANYTHING FROM
DOWN STAIRS?”
(2) MANAGER: “YOU
SURE KNOW HOW TO
TAKE CARE OF ME, ”
NURTURING PARENT
TO ADAPTED CHILD
(1)
(2)
(1) MANAGER: “WHAT
COULD WE DO TO
MEET THE DEADLINE
ON THIS PROJECT?”
(2) EMPLOYEE: “WE
COULD TAKE A
COUPLE OF PEOPLE
OFF THE OTHER
PROJECT FOR A
WHILE AND PUT
THEM ON THIS ONE.”
(1) FIRST PTL: “GEE, I
WISH I WERE OUT ON
THE GOLF COURSE
RIGHT NOW.”
(2) SECOND PTL: “LET’S
TAKE OFF. WHO
WANTS TO LISTEN TO
THE VP ANYWAY?’
ADULT TO ADULT
TRANSACTION
NATURAL CHILD TO
NATURAL CHILD
(1)
(2) (1)
(2)

25. 25
EXAMPLES OF CROSSED TRANSACTIONS
ON THE JOB
P P
A
CC
A
P
P P
A
CC
A
(1) MANAGER: “ DID
YOU FINISH THE
BUDGET
ESTIMATES?”
(2) ANALYST: “HOW
CAN I IF THE
WHOLE PROCESS
DOESN’T MAKE
SENSE.”
ADULT-TO-ADULT
CROSSED BY
CRITICAL PARENT-
TO-CHILD RESPONSE
(1)
(2)
(1) MANAGER: COME
OVER HERE!”
(DEMANDING TONE
OF VOICE)
(2) EMPLOYEE: “WHY
DON’T YOU COME
OVER HERE? IT’S
JUST AS FAR!”
(1) SUPERVISOR: “HOW
COME GETTING A
LAPTOP FOR TRAVEL
IS ALWAYS HARD ”
(2) IT SPECIALIST: “HOW
SHOULD I KNOW, I
ONLY WORK HERE’
PARENT-TO-CHILD CROSSED BY
CRITICAL PARENT OR REBELLIOUS
CHILD RESPONSE
ADULT-TO-ADULT CROSSES
UP BY DISCOUNTED CHILD TO
PARENT RESPONSE
(1)
(2)
A
C
P
A
C
P
A
C
P
A
C
(1)
(2)
(2)
(1)

26. 26
EXAMPLES OF ULTERIOR TRANSACTIONS
P P
A
CC
A
P P
A
CC
A
(1) EMPLOYEE: “SORRY, I WON’T HAVE THE
PROJECT DOCUMENT READY FOR
TOMORROW’S DEADLINE.”
(2) MANAGER: “IT’S O.K. I’VE BEEN THINKING
OF ASSIGNING THE JOB TO SOMEONE ELSE
ANYWAY.”
(1)
(2)
(1) SALESMAN: “THIS CAR HAS GOT
EVERYTHING YOU’D EVER WANT
FROM A PERFROMANCE SPORTS CAR
– BUT IT MAY BE TOO EXPENSIVE
FOR YOU.”
(2) CUSTOMER: “WELL LET’S GIVE IT A
TEST DRIVE..” (HIDDEN MEANING:
“WHO DOES HE THINK I AM?”)
(2)
(1)
(2)
(1)
(2)
(1)

28. Handling relationships
• The art of relationship is mostly the
skill of managing emotions in others.
• These are the abilities that enhance
popularity, leadership, and
interpersonal effectiveness.
• People who excel in these skills do
well at anything that involves
interacting with others and are social
stars

29. Improving Emotional Intelligence
Recognizing Emotions in others
• Empathy is the fundamental people
skill.
• People who are empathic are more
attuned to the subtle signals
indicating what others want or need.

30. EI Adds Value
• Helps not to run people down
• Assists to build up relations gradually
• Prompts to empathise
EI is Sensitive to the Motivation of Others
• Develops emotional bondage with people
• Count on People and trust them
• Respect others convictions and opinions

31. Interpersonal relations add value
• An industrial relations trainer wrote on the
board - 1+1= 2, 2+2= 4, 3+3= 6.
• He made a dozen simple additions.
• Finally he wrote 13+13= 27.
• The entire class shouted, “wrong, wrong”
• The trainer pointed out to them that they did
not appreciate him when he was right but
once he went wrong, the whole class
criticized him immediately and
unanimously.

32. Anecdotes
Symbolism
And Stories On
Interpersonal Relations

33. Everybody is somebody
• Treat people as individuals.
• People are not machines nor merely units of
productive capacity.
• Every human being has a feeling of self
importance and ego.
• Bear in mind this psychological factor,
especially when you deal with people at the
lower level

34. Do not run down people
• Two things are bad for heart:
Running upstairs and running down people.
• Benjamin Franklin adds:
“To be humble to superiors is duty, to equals
: courtesy, To inferiors : nobleness.”

35. Built up gradually
• Interpersonal relations are built up
gradually like a castle - brick upon brick.
• Nurture it tenderly.
• Slip of a single harsh word can destroy it
like a sand castle crumbling down by a
single stroke.

36. Techniques of improving
interpersonal skills
• Sensitivity to one`s attitude.
• Sensitivity to others` motivational needs.
• Recognising one`s feelings and
sentiments.
• Ability of effective communication.
• To work effectively as a team member.
• Ability of self awareness and social
awareness.

37. Sensitivity To One`s Attitude
• No steam or gas ever drives anything until
it is confined.
• No life ever grows until it is focussed,
dedicated and disciplined.
• The man who has to control others must
learn to control himself. If he cannot control
what is under his hat, he cannot control
what is under his roof.

38. Arm yourself with a smile
• With a smile you can disarm even your
enemy.
• A leader with a sense of humor is more
warmly acceptable to his followers.

39. Control your anger
• Man Is the product of his environment. It is
but natural that you are in the mood of
anger sometimes.
• Anger can damage human relations. It is
important that till you calm down, do not
talk to anybody, do nothing.

40. Self Confidence
Self confidence is the awareness of one`s
own worth and will power.

41. Sensitive To The Motivation Of
Others
Greet your people
Every morning your men wait to greet you.
To return a greeting indifferently is like
throwing a splash of cold water.
The few seconds you spent on greeting your
people is very important for the day.

42. Address your people by name
You must identify your people by name and
not by designation or physical appearance.

43. Develop Emotional Bondage
With Your People
You cannot bear the weight of certain emotions
Words .
Every loving touch is a communication of esteem
and care. It tells silently aloud that you are cared
for.
When you keep your hand on the shoulder of your
subordinate, it renders an emotional bondage
between you and your man.

44. He is somebody to you
• Create occasions to introduce your men to
your visitors.
• This is the opportunity to speak good of
your men to a third person.
• This strategy reinforces the feeling that they
are somebody to you, as you are to them.

45. Respect one`s opinions and
convictions
The right to express one`s opinions and
convictions is to be respected however
small one may be.
Thousands of men wasted away their days
in prison for the sake of their opinions.

46. Social Calls - Cementing Effect
Visit the families of your men occasionally,
it stenghthen your relations.
You do not have to wait for a ceremony to
take place in that family and a formal
invitation thereof. This instills a sense of
confidence.

47. Recognize One`s Feelings And
Sentiments
• Your men know well that you are their
superior.
• It is your inferiority complex that makes
you throw your weight around.
• Do not pretend that you are the almighty,
because you are not.

48. Admit your mistake
• To err is human. To accept error is
greatness.
• Unfortunately, it is the tendency of every
human being to prove that his point is right.
• When you go wrong,admit to your people
your errors without any reservation. It is the
mark of a great man.

49. Courtesy Pays
• President Lincoln was strolling with his
friend when an old Negro passing by bowed
and tipped his hat. Lincoln stopped and
returned the gesture more gracefully.
• On his friends asking the reason behind
Lincoln`s behaviour, the president
explained that he does not allow anyone
else to be more courteous than himself.

50. Ability Of Effective
Communication
• Communication besides being simple has to
be absolutely clear.
• Communication is a flash of lightening and
often even more illuminating.
• It enables you to see others and make
yourself seen and known.

51. Listen To Others
• Some people are adamant in not listening to
others. They want only to talk. They
prevent others from saying anything.
• You should listen no matter how much you
disagree with other`s points.
• Everybody likes a good listener.
• Listening is not only a courtesy but also
tactful behaviour.

52. It is a joy to be heard
• One of the joys of life is to know that you
have been heard and understood correctly
and to know that someone cares.
• There is a satisfaction to see the enjoyment
on the part of speaker when he knows that
he has been understood correctly.

53. Listen with your eyes
• Difficulties do not vanish when you ignore
them.If we neglect a situation, it might
reach a boiling point and explode.
• Impart a sense of care and protection to
your people by attending to their
difficulties.
• Listen to your people. Listen with your ears.
• Listen with your eyes.
• Listen with your heart.

54. To Work Effectively As
A Team Member
Keep Trying
• Two frogs fell into a bucket of cream. Each
time they tried to come up, they slipped.
The lazy one drowned.
• The enterprising one kept trying with his
front legs while the back legs were kicking
and propelling.
• Butter got formed due to the continuous
kicking and that helped him to leap to
safety.

55. Elevate the general morale of
your people
Build up loyalty and sincerity of your
people by being up front line, especially
when your men are in real trouble.

56. Identify hidden talents
• Your role as a leader is to identify hidden
talents and
• To develop the strength of individuals
working with you.
• The weakest among the lot needs your help
and guidance.
• They should not be treated as botherations.

57. Ability Of Self Awareness And
Social Awareness
If you attempt to please each and everybody,
you will go mad
An old man had two wives, one young and
the other old. He agreed with his young
wife to pluck all his white hair and pleased
his old wife by plucking all the black ones.
So between the young and the old, he became
bald.

58. Respect social sentiments
• People do not like sudden changes.
• We can not abruptly change social customs,
traditions and values.
• We should conform to them and respect the
social sentiments of our people.

59. Get feedback
• It is vital to take a feedback to find out what
your men think about you.
• You may need some corrections.
• Everybody needs periodical self-analysis.
• Conduct self - reviews systematically so
that you can remain an ideal and pragmatic
leader.

60. Saint Kabir Das
is widely acknowledged as one
of the great personality of the Bhakti
movement in North India.
 He was born in Year 1398 A.D.(71 years
before Guru Nanak).He lived upto age of
120 years(1518).
 But Hazari Prased Dwivedi, a British
Scholar Charlotte Vaudenville has proven
that 1448 is probably the correct date of
Saint Kabir's demise.

61. He is one of the medieval Indian saints of
Bhakti and Sufi movement whose compositions
figure in Sikh Scripture “the Guru Granth
Sahib”
 From among all of them, Kabir's contribution
is the largest, 227 Padas in 17 ragas and 237
slokas.

62. कबीर के दोहे

63. • ितनका कबहँ ना िनदये, जो पाँव तले होय।
कबहँ उड़ आँखो पड़े, पीर घानेरी होय ॥
• बडा हआ तो कया हआ जैसे पेड़ खजूर।
पंथी को छाया नही फल लागे अित दूर ॥

64. • साधू गाँठ न बाँधई उदर समाता लेय।
आगे पाछे हरी खड़े जब माँगे तब देय॥
• साई इतना दीिजये, जा मे कुटुम समाय ।
मै भी भूखा न रहँ, साधु ना भूखा जाय ॥

65. • माटी कहे कुमहार से, तु कया रौदे मोय ।
एक िदन ऐसा आएगा, मै रौदूगी तोय ॥
• रात गंवाई सोय के, िदवस गंवाया खाय ।
हीरा जनम अमोल था, कोड़ी बदले जाय ॥
• उठा बगुला पेम का ितनका चढ़ा अकास।
ितनका ितनके से िमला ितन का ितन के पास॥

66. • जो तोको काँटा बुवै तािह बोव तू फू ल।
तोिह फू ल को फू ल है वाको है
ितरसुल॥

67. Proven Ways to Get Along
Better With EVERYONE

68. Before you say anything to anyone, ask yourself 3
things:
1. Is it true?
2. Is it kind?
3. Is it necessary?

69. Make promises sparingly and keep them
faithfully

70. Never miss the opportunity to compliment or
say something encouraging to someone

71. Refuse to talk negatively about others; don't
gossip and don't listen to gossip

72. Have a forgiving Attitude. Believe that most
people are doing the best they can

73. Keep an open mind; discuss, but don't argue.
(It is possible to disagree without being
disagreeable.)

74. If someone criticizes you, see if there is any TRUTH to
what he is saying; if so, make changes. If there is no
truth to the criticism, ignore it and live so that no one
will believe the negative remark

75. Cultivate your sense of humor; laughter is the shortest
distance between two people.
Do not seek so much to be consoled, as to console; do
not seek so much to be understood, as to understand;
do not seek so much to be loved as to love

76. I pray that all of us will keep these points in mind . With
these principles, we can continuously improve our
personal relationships with others wherever we are.

78. Types
• Kinship Relationships- these
includes family relationships.
(Father and Mother )
• Formalized intimate
relationships- these are long
term relationships through law
and public ceremony.
(Marriage)
• Non-formalized intimate
relationships- (boyfriend,
girlfriend)

79. • Friendship- mutual love, trust,
respect and unconditional
acceptance. (internet
friendships, pen pals)
• Partners or coworkers in a
profession- is an occupation
that requires extensive training
and the study of specialized
knowledge.
• Acquaintanceship- simply
being introduced to someone or
knowing who they are by
interaction.

80. Factors affecting Interpersonal
Relationships
• Common Grounds
• Intimate
Relationship
• Popular
Psychology
• Friendship
• Abusive
Relationships

81. • Common Grounds- is a technique for
facilitating interpersonal relationships.
The participants must search for signals of
recognitions which are often subtle and
cause for misunderstandings.

82. Intimate relationship- An interpersonal
relationship with a great deal of physical
or emotional intimacy.
It is usually characterized by romantic or
love and attachment.

83. Popular psychology- popularly known as
pop psychology, refers to concepts and
theories about human mental life and
behavior that come from outside the
technical study of psychology.

84. Friendship- A
relationship which
involves mutual
knowledge, esteem and
affection.

85. Abusive Relationship -interpersonal
relationship characterized by the use or threat
of physical or psychological abuse.
Abusive relationships are often characterized
by jealousy, emotional withholding, lack of
intimacy, infidelity, sexual coercion, verbal
abuse, broken promises, physical violence,
control games and power plays.
Abusive relationships are often progressive.
That is, the abuse gets worse over time.

86. Social relation- can refer to a
multitude of social interactions,
regulated by social norms, between two
or more people, with each having a
social position and performing a social
role.

87. EFFECTIVE INTERPERSONAL
RELATIONSHIPS
• Develop Mutual Respect
• Practice Empathy
• Be warm and Genuine
• Practice Self-Disclosure
• Develop Confrontation Skills
• Patience

88. Conflict
Management
Max & Max

89. • Meet Max
– Max is a dog of the finest breeding.
– He was rigorously trained to retrieve game at
the slightest nod from his owner.
– He is slightly motivate to serve his master’s
needs.
• Meet Max
– Max is talented, amiable, full of energy, and
well educated.
– He is anxious to enter the arena of customer
service and make a contribution, and he’s
bursting with innovative ideas.

90. • Meet Mr. Harold
– Mr. Harold is an average manager of
customer service for New World Imports.
– Service is the byword in his department.
– He has some untapped ideas about customer
service.
• Max and Max
– Max and Max both have new opportunities –
a chance to learn, a chance to show their
stuff.
– Each comes to learn about limits, though:
stay on the lawn; get your own job figured
out first, then you can start worrying about
mine.

91. • Conflict is a necessary and
healthy part of the life of all
organizations.
• Conflict on the job usually
represents the normal
competitive urge present in
most individuals.
• Conflict on the job is always
the result of personality
clashes.
About Conflict

92. • Conflict is a primary source of stress on the job.
• One of the benefits of conflict on the job is that it
sometimes produces useful change.
• In resolving a conflict, a team leader must
determine whether the cause is :
a) Personality clash
b) The way the work is structured.
Contd…

93. When there is potential for one party to negatively impact
another party:
Supervisor – subordinate relationships
Team members
Customer interactions
Organizational change
Clash of Interest
What is Conflict

94. • Communication problems
– Ambiguity
– Mixed messages
• Verbalize one thing, yet your body
language says another
– Structural variables
– Goal incompatibility
• Sales department versus credit
department
– Dependence issues
• One group (accounting) dependent
upon another (MIS)
Why Conflict

95. • Personal factors
– Personality clashes
• Type A versus Type B
– Value systems
• National culture dimensions
• Different emphasis on quality or quantity
• Different perception and area of interest.
Contd…

96. Causes of Conflict:
• Personality differences
• Value differences
• Differences in Perspectives
• Differences in Goals
• Differences in Departmental
Allegiance
• Ambiguities about responsibilities

97. • Poor communication
• Seeking power
• Dissatisfaction with management style
• Weak leadership
• Lack of openness
• Change in leadership
Beginning of Conflict

98. Body language
Disagreements, regardless of issue
Withholding bad news
Surprises
Strong public statements
Airing disagreements through media
Conflicts in value system
Conflict Indicators

99.  Desire for power
 Increasing lack of respect
 Open disagreement
 Lack of candor on budget problems or other sensitive issues
 Lack of clear goals
 No discussion of progress, failure relative to goals, failure to
evaluate the superintendent fairly, thoroughly or at all.
Contd…

100. Constructive Conflict
• Results in clarification of important problems
and issues.
• Results in solutions to problems.
• Causes authentic communication.
• Helps release emotion, anxiety, and stress.
• Builds cooperation among people through
learning more about each other.
• Helps individuals develop understanding and
skills.
• Helps people "be real", for example, it
motivates them to participate.
• Helps people learn how to recognize and
benefit from their differences.

101. Destructive Conflict
Takes attention away from other important
activities.
Undermines morale or self-concept.
Polarizes people and groups, reducing
cooperation.
Increases or sharpens difference.
Leads to irresponsible and harmful behavior,
such as fighting, name-calling.
Hampers productivity.
Lowers morale.
Causes more and continued conflicts.
Causes inappropriate behaviors.

102. Types of Conflict

103. The Conflict Process

104. Managing conflict

105. Managing conflict
• Encouraging Functional Conflicts
– Encourage dissent by asking tough questions.
– Bring people with different points of view.
– Designate someone to be a devil’s advocate.
– Ask the team to consider an unthinkable alternatives.

106. Functional Conflict
• Functional Conflict
– Conflict that supports the goals of the group and
improves performance
• “When two people in business always agree, one of them is
unnecessary”
• “You put a lot of smart people in a room and listen to them
duke it out, and the best idea will pop out”
– Task conflict
• Conflicts over content and goals of work
• Low to moderate level is functional
• Stimulates discussion and ideas

107. Dysfunctional Conflict
• Conflict that hinders performance
• Relationship conflict
– Stems from interpersonal relationships
– Personality clashes, value differences
• Results in hostility & friction
– Decreases mutual understanding and makes task
completion more difficult

108. Managing Dysfunctional
conflict
• Managing Dysfunctional Conflicts
– Mediates the conflicts
– Arbitrate the conflicts.
– Control the conflicts.
– Accept the conflicts.
– Eliminate the conflicts.

109. Collaborating: win/win
Compromising: win
some/lose some
Accommodating:
lose/win
Competing: win/lose
Avoiding: no winners/no
losers
5 Conflict Management
Strategies

110. Resolving Team Conflict
• Conflict is an emotional disturbance or
disagreement

111. Six Steps to Manage Team Conflict
 Clarify and identify the cause of
conflict
 Determine the common goal
 Determine options
 Determine and remove the barriers
 Determine solution that everyone
can accept
 Acknowledge solution: win-win
solution

112. Conflict Resolution
• Super-ordinate goals
– Overarching, shared goal that cannot be attained without
cooperation of each of the conflicting parties
• Altering structural variables
– Changing the organizational chart
• Reporting relationships
– Create joint-task forces
• Gain appreciation of each others (groups) constraints
and needs
• Altering individuals
– Human relations training
– Transfers

113. Conflict Resolution
• Mediation
– Neutral third party attempts to find mutually beneficial trade-
offs, suggests alternatives, & serves as a sounding board for the
conflicting parties
• Growing area of legal practices
• 60% of cases in mediation reach settlement
• Arbitration
– Neutral third party can dictate an agreement
• Allows parties to avoid the high-costs of going to trial
• Always results in settlement

114. Conflict Resolution Techniques
• Problem solving
• Super co-ordinate goals
• Expansion of resources
• Avoidance
• Smoothing
• Compromise
• Authoritative command
• Altering the human variable
• Altering the structural variables

115. Meditation
• Close your eyes – Relax
• Wear a Gentle Smile
• Go in deeper Relaxation
• Deep Breathe
• Gently roll up your Eyeballs
• Surrender to Subconscious Mind
• Handover the problem to subconscious mind
(Now go to sleep – Expectantly)
• Visualize Results / Express Gratefulness next morning
(Before opening your eyes)

116. to delegate,
all you need
is
faith
in the other
person ...
And
faith
moves
mountains !
Delegation

117. If We Handle Life Situations
Well, the Conflict can be
better Managed

118. Worry As Cause Of ConflictWorry As Cause Of Conflict
Worryingforsituationswhich neverhappens. 40%
Worryingforsituationswhich hashappened in thepast 30%
Worryingforsituationswhich concerns others. 12%
Worryingforillness which mayberealorimaginary 10%
Situations which needs attention,Competenceand Opportunityto
prove.weshould not beworried but should beconcerned.
8%
Onecan avoid conflict ifweunderstand theabovelifesituations.

119. We listen &
Find Solutions
EGO
SELF
Remain at Base Level
Accept Authority of Other
EGO
OTHER PERSON
Ego Cause Of Conflict-Ego Cause Of Conflict- MindMind
BlockageBlockage
We hear & don’t Listen

120. TENSION
CONFLICT
FRUSTRATION
HELPLESSNESS
INSULT
ANGER
DEPRESSION
STRESS
Conflict A Silent KillerConflict A Silent Killer
AGRESSION

121. Attitude is Everything
Change Your Attitude...
And You Change Your Life!

122. Attitude is the way you communicate your mood to
others. It is the way you look at things.
Your feelings, desires, fears, convictions, state of
readiness, external environment, all combines to
form Your Attitude.
85% of interpersonal problems are caused due to
negative or biased attitude.
ATTITUDE

123. ATTITUDE IS MORE IMPORTANT THANATTITUDE IS MORE IMPORTANT THAN
FACTSFACTS
Attitude is more important than the past,
education, money, circumstances, failures, successes, what
other people think or say or do.
It is more important than appearance, giftedness or skill. It will
make or break a company - a home.
We cannot change our past - we cannot change the fact…
We cannot change the inevitable. ..
The only thing we can do is play on the one strength we have,
and that is…
our Attitude
Life is 10% of what happens to us and 90% of how we react to it…

124. A SMALLA SMALL
TRUTH TOTRUTH TO
MAKE LIFEMAKE LIFE
100%100%

126. Hard workHard work
H+A+R+D+W+O+R+K
8+1+18+4+23+15+18+11 =
98%
KnowledgeKnowledge
K+N+O+W+L+E+D+G+E
11+14+15+23+12+5+4+7+5 =

127. LoveLove
L+O+V+E
12+15+22+5 = 54%
LuckLuck
L+U+C+K
12+21+3+11 = 47%
(don't most of us think this is the most important???)

128. Then what makes 100%?
Is it MoneyMoney? ... NO!!!!!
[M+O+N+E+Y =
13+15+14+5+25 = 72%]
LeadershipLeadership? ... NO!!!!
[L+E+A+D+E+R+S+H+I+P =
12+5+1+4+5+18+19+9+16 =

129. ATTITUDEATTITUDE
A+T+T+I+T+U+D+EA+T+T+I+T+U+D+E
1+20+20+9+20+21+4+5 = 100%1+20+20+9+20+21+4+5 = 100%
It isIt is OUR ATTITUDEOUR ATTITUDE towardstowards
Life and Work that makes OURLife and Work that makes OUR
Life 100%Life 100%

130. Every problem has a solution,Every problem has a solution,
only if we perhaps change ouronly if we perhaps change our
attitude.attitude.
To go to the top,To go to the top,
to thatto that 100%,100%,
what we really need to gowhat we really need to go
further...a bit more...further...a bit more...

131. Positive A++itude
When you think positively about yourself, you work
harder at what you want to do - and give up less
easily.
You make a better impression on others, which
encourages them to help you.
When you think more positively about your
colleagues, employees, spouse and children, you
build stronger and more productive relationships -
leading to greater success at work and at home.

132. Positive A++itude
Life is "now"
Time to do what you want to do is now
Desire to achieve
Commitment to achieve
Capacity to get along with others
Clarity in target/goals

133. Positive Attitude – Key to Success
• No Matter what Attitude we adopt, the flow of life
continues but in the moment we do have choice
about the direction in which we lean.
•When we resist the flow, life becomes more
difficult.
“ Positive Attitude Means Leaning In The Direction
In Which Life Is Flowing”

134. Building Positive Attitude
•Look for goodness in people
•Build a positive Self Esteem
•Avoid Negative Influences
•Work on Continuous Self
Development

135. Dynamics of Positive Attitude
Attitude
Activator
Personality
Attitude In
Action
Result
• Anticipation
• Expectation
• Hope
• Confidence
• Faith
• Patience
• Humility
• Love
• Belief
• Enthusiastic
• Courageous
• Optimistic
• Cheerful
• Sincere
• Warm
• Relaxed
• Success
• Recognition
• Happiness
• Growth
• Admiration
• Friends

136. Dynamics of Negative Attitude
Attitude
Activator
Personality
Attitude In
Action
Result
• Fear
• Doubt
• Envy
• Anger
• Conceit
• Self Pity
• Suspicion
• Indecision
• Criticism
• Inconsiderate
• Pessimistic
• Weak
• Cold
• Sour
• Irritable
• Worry
• Tension
• Frustration
• Failure
• Sickness
• No Friends

137. Your
Attitude
Determines
Your
Altitude

138. “ A young lady was
waiting her flight in
the boarding room of a
big airport.

139. As she
would wait
for many
hours, she
decided to
buy a book
to spend her
time. She
also bought
a packet of
cookies.

140. She sat down on
a airmchair, in
the VIP room of
the airport, to
rest and read in
peace.

141. Beside the
airmchair there
was the packet
of cookies, a
man sat down,
opened his
magazine and
started reading.

142. When she cought the
first cookie, the man
cought one also.
She felt herself
infuriate but didn’t
say anything. She just
thought:
“What a nerve! If I
was in the mood I
would punch his eye
not to forget this
daring!”

143. To each cokkie
she cought, the
man cought one
either.
That was
letting her
infuriated but
she couldn’t

144. When remained
only one cookie,
she thought:
“ah... What this
abused man will
do now?”
Then, the man,
divided the last
cookie in the
middle, giving
her the half.

145. Ah! That was too much!
She was too much angry!
Then, she caught her book, caught her things and
headed to the boarding place.

146. When she sat
down in an
armchair, inside
the plane, she
looked into her
purse to catch her
eyeglasses, and, to
her surprise, her
packet of cookies
was there,
untouched, closed!

147. She felt so
much
ashamed!!
She realized
that she
was the
wrong one...
She had
forgotten
that her
cookies were
kept into
her purse.

148. The man divided
his cookies with
her, wihtout
feeling infuriated,
nervous or mad...

149. ...while she was
been very mad,
thinking that he
was dividing her
cookies with
him.
but there was no
more time to
explain herself...
Nor to
apologizes!”

150. There are 4 things that u can’t recover...

151. The stone...
...after shot!

152. The word... ...
...after pronounced!

153. The occasion...
... after lost!

154. The time...
...after gone!

155. Forgiveness is your Biggest
Asset

156. Unplug your negative thoughts
One of the keys to
overcoming
depression is learning
how to control your
low moods and
reversing them.

157. Express it appropriately
Even though it may feel good to snap at the
object of your fury, do not. Speak up. Say
‘Let us talk about our difference of opinion’
or ‘Something is really bothering me’
This is called ‘Catharsis’

158. Do Not Accuse
• You can explain what makes you
angry without attacking the other
person.
• Say. “I feel angry when ….
»Not “You make me angry.”.

159. Arrest Anxiety
• Another emotion, one usually generated by
inner rather than outer demons is anxiety.
• You may be experiencing performance
anxiety.
• Others include social anxiety (shyness),
information anxiety (the fear of looking
dumb), and panic, which have come of
anxiety’s most intense symptoms.

160. Take a brisk walk
Exercise will burn off the
excess adrenaline that
fuels your feelings of
anxiety.
Exercise releases
endorphins, a potent
group of natural
chemicals in the body
that may block anxiety
and depression.

161. • Meet Max
– Max is a dog of the finest breeding.
– He was rigorously trained to retrieve game
at the slightest nod from his owner.
– He is slightly motivate to serve his master’s
needs.
• Meet Max
– Max is talented, amiable, full of energy, and
well educated.
– He is anxious to enter the arena of customer
service and make a contribution, and he’s
bursting with innovative ideas.

162. • Meet Mr. Harold
– Mr. Harold is an average manager of customer
service for New World Imports.
– Service is the byword in his department.
– He has some untapped ideas about customer service.
• Max and Max
– Max and Max both have new opportunities – a
chance to learn, a chance to show their stuff.
– Each comes to learn about limits, though:
– stay on the lawn;
– get your own job figured out first, then you can
start worrying about mine.