1. CONFLICT ?
Conflict can be defined as an expressed struggle between at least interdependent parties, who perceive that incompatible goals, scare resources, or interference from others are preventing them from achieving their goals.
2. TYPES OF CONFLICTS
Intrapersonal Conflict
Interpersonal Conflict
Intergroup Conflict
Organizational Conflict
3. Conflict Management
Identify the boundaries of the conflict, the areas of agreement and disagreement, and the extent of each person's aims.
Understand the factors that limit the possibilities of managing the conflict constructively.
Be aware of whether more than one issue is involved.
Be open to the ideas, feelings, and attitudes expressed by the people involved.
Be willing to accept outside help to mediate the conflict.
CONFLICT RESOLUTION STRATEGIES
3. CONFLICT ?
Conflict can be defined as an expressed struggle
between at least interdependent parties, who
perceive that incompatible goals, scare resources, or
interference from others are preventing them from
achieving their goals.
4. GENERAL CAUSES OF CONFLICTS
Lack of team work
Scarcity of resources
(finance, equipment, facilities, etc)
Different attitudes, values or perceptions.
Disagreements about needs, goals, priorities and
interests
Poor communication
01
02
03
04
05
06 Poor or inadequate organizational structure
07 Lack of clarity in roles and responsibilities
7. Interpersonal Conflict
conflict between two or more individuals.
The person experiencing this conflict
may experience opposition in upward,
downward, horizontal, or diagonal
communication
8. Intergroup Conflict
Disagreements or differences between
the members of two or more groups or
their representatives over authority,
territory, and resources.
9. Intergroup Conflict
State of discord caused by the actual or
perceived opposition of needs, values
and interests between people working
together. There is also conflict within
individuals – between competing needs
and demands – to which individuals
respond in different ways.
12. Outcomes of Conflict
Filley in 1975 , identified 3 outcomes of conflicts
One obtains his/her desired
ends and other fails to do so.
There is no winner
These are more desirable as
both are satisfied
Win - Lose Lose - Lose Win - Win
13. Conflict Management
❑ Identify the boundaries of the conflict, the areas of agreement and
disagreement, and the extent of each person's aims.
❑ Understand the factors that limit the possibilities of managing the conflict
constructively.
❑ Be aware of whether more than one issue is involved.
❑ Be open to the ideas, feelings, and attitudes expressed by the people
involved.
❑ Be willing to accept outside help to mediate the conflict.
14. Handling Conflict Situations
Implement the decision
Choose the strategy that will produce the best result
Consider alternative strategies for conflict management
Analyse the causes of the conflict
Evaluate the decision
Determine the person/ group, where there is a conflict
15. Conflict Management Strategies
Framework of Conflict Management
▪ Separate the contending
parties
▪ Suppress the conflict
▪ Restrict or isolate the conflict
▪ Smooth it over or finesse it
through an organizational
change
▪ Avoid the conflict to diminish
the destructive effects .
Defensive
01
With a compromise each
party wins something and
loses something
Compromise
02
▪ Initiate a discussion,
timed sensitively and
held in an environment
conducive to private
discussion
▪ Respect individual
differences
▪ Be empathic with all
involved parties
Creative problem
– Solving Mode
03
16. Conflict Handling Intentions
Blake and Moutons five styles of handling interpersonal conflict are
forcing, withdrawing, smoothing, sharing, and problem solving.
Building on Blake and Mouton’s model, Thomas reported that conflict
has two dimensions, They are as follows:
1.Assertiveness (satisfying one’s own concerns)
2.Cooperativeness (attempting to satisfy another’s
concerns)
18. Accommodating
Involves one party acquiescing,
giving the opposing party exactl
y what it needs to resolve the
problem.
accommodating can be an appropriate resolution to
conflict. For example, if your opinion on the matter is
not very strong, it is often easier to comply. This
method allows you the chance to resolve a problem
in the short term while working toward a long-term
solution.
19. Avoiding
This is the strategy of avoiding
conflict at all costs. Some peo
ple never acknowledge that a
conflict exists.
There are situations in which avoiding conflict can
be an appropriate response, such as when there is
no clear solution or a frustrated party needs time
to calm down before confrontation. However,
avoidance can require more effort than merely
facing the problem and can cause friction between
the disagreeing parties.
20. Compromising
Also known as reconciling, c
ompromising seeks a mutual
agreement to settle a dispute
Both parties willingly forfeit some of their
conditions in the interest of reaching an agreement.
This can be a quick way to resolve a conflict
without it becoming a bigger issue. Compromise
can also be used as a temporary method to avoid
conflict until the parties involved can implement a
more permanent solution.
21. Collaborating
involves working with the other
party to find a mutually agreea
ble solution to a problem.
For example, a salesperson and client may work
together to negotiate contract terms until both
parties find it agreeable.
22. Competing
Competing is an uncooperative
, overly assertive method used
by people who insist on winnin
g the dispute at all costs
This method is not often identified as bringing
satisfactory resolutions, as it doesn’t allow for
collaborative problem-solving.
23. Withholding / Withdrawing
In this avoidance
strategy, one party opts out of
participation. They remove the
mselves from the situation.
This does not resolve the conflict. However, this
strategy does give individuals a chance to calm
24. Confronting
This technique is called asserti
ve problem solving and is focu
sed on the issues.
Individuals speak for themselves, but in a way that
decreases defensiveness and allows another
person to hear the message. It is a staple of
conflict management but requires courage
25. Forcing
This technique is a dominance
move and an arbitrary way to
manage conflict.
An issue may be forced on the table by issuing
orders or by putting it to a majority-rules vote. The
hallmark phrase is "Let's vote on it." Forcing is an
all-out power strategy to win while the other party
loses.
26. Bargaining & Negotiating
These strategies are attempt
s to divide the rewards, power
, or benefits so that everyone
gets something.
They involve both parties in a back-and-forth effort
at some level of
agreement. The process may be formal or informal.
27. Problem Solving
This strategy's goal is to try to
find an acceptable, workable
solution for all parties. It is de
signed to generate feelings of
gain by all parties.
The problem-solving process is employed to reach
a mutually agreeable solution to the conflict.
.
29. Consensus
Consensus is always an appropriate goal in resolving
conflicts and in negotiation. Consensus means that
negotiating parties are able to reach an agreement that all
parties can support, even though it does not represent
everyone's first priorities (Rowland & Rowland, 1997).
Consensus decision making does not provide complete
satisfaction for everyone involved in the negotiation, as an
initially unanimous decision would, but it does indicate
willingness by all parties to accept the agreed-upon conditions.