Ce diaporama a bien été signalé.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.

Conflict resolution

5 330 vues

Publié le

Contains date related to conflict resolution according to the ignou study material

Publié dans : Recrutement & RH
  • Soyez le premier à commenter

Conflict resolution

  1. 1. CONFLICT RESOLUTION MADE BY:- MOHIT KUMAR RAI
  2. 2. INTRODUCTION Conflict is an evitable part of personal, organizational and societal life. Conflict arise due to competitions, differences in values, attitudes, experiences, goals and preceptior of limited resources i.e. time, raw materials, money, human resources and many more. For example :-  Pepsi and coke  India and Pakistan for Kashmir  Delhi and Haryana for water  Jio and airtel Conflict can occurs on interpersonal, groups, intergroup and organizational conflicts in the nature.
  3. 3. “Perfect organizational health is not from freedom from conflict. On the contrary, if properly handled, conflicts can lead to more effective and appropriate adjustments” Professor Kelly (1970)
  4. 4. Conflict as a process where one party perceives that another party adversely affected or has tried to affect adversely something that the first party values
  5. 5. Conflict : Functional or Dysfunctional
  6. 6. Functional Conflict Dysfunctional Conflict • It’s healthy disagreement • It’s unhealthy disagreement. • People primarily differ on ideas or perceptions. • People primarily differ in believes and values. • People are open minded they joint exploration on ideas or principles, new awareness. • It involves anger, frustration, hostility and antagonism among the people. • Lead to innovation and creativity, thus open possibility for high performance and organizational improvement. • Conflict engage in win-lose or lose game.
  7. 7. Managers find it difficult to identify whether a conflict is functional or dysfunctional So, what to do?
  8. 8. DL NELSON and JC Quick (2000) suggest using following questions to diagnose as to whether a conflict is functional and dysfunctional: • Are the parties to conflict hostile to each other? • Is the outcome likely to be negative one for the organizational? • Do the potential losses of the parties exceed any potential gains? • Is energy diverted from goal accomplishment?
  9. 9. Another situation when you as a manger would like to stimulate conflict is when group is in the process of groupthink and is not willing to examine various alternatives and its creativity has gone down.
  10. 10. Conflict: TYPES AND FORMS
  11. 11. HAIMAN CONFLICT MODEL INTRINSIC EXTRINSIC Conflict has rational, ideational or intellectual contents. Conflict has psychological and emotional Resolving requires analytical approach and skills. Resolving requires social tact and diplomacy.
  12. 12. COSER REALISTIC NON-REALISTIC Conflict have rational, task or goal oriented, confrontation Conflict are related to projected frustrations and emotions
  13. 13. Guetzko and Gyr Substantive conflict • Task related conflicts Affective conflict • Socio-emotional or interpersonal relations issues
  14. 14. Morton and Deutsch suggested Resources Preferences and Nuissances Values Beliefs Nature of relationship between parties
  15. 15. Deutsch proposed six types of conflict  Veridical Conflict  Contingent Conflict  Displaced Conflict  Misattributed Conflict  Latent Conflict  False Conflict
  16. 16. Robbins (2001) Task Conflict Relationship Conflict Process Conflict
  17. 17. Level of Conflict in an Organization Inter-organizational Conflict Inter- Group Conflict Inter-Personal Conflict Inter-Role Conflict Personal Role Conflict
  18. 18. SOURCES OF CONFLICT
  19. 19. Pareek has proposed seven main sources of conflict
  20. 20. CONFLICT PROCESS
  21. 21. LATENT CONFLICT PERCEIVE CONFLICT FELT CONFLICT AFTERMATH CONFLICT MANIFEST CONFLICT LOIS PONDY
  22. 22. DONELSON FORSYTH ESCALATION DE-ESCALATION RESOLUTION ROUTINE GROUP INTERACTION DISAGREEMENT CONFRONTATI N
  23. 23. STYLES OF CONFLICT MANAGEMENT  FIVE CONFLICT MANAGEMENT STYLES  CONTINGENCY APPROACH TO CONFLICT MANAGEMENT  PAREEK’S MODEL OF CONFLICT MANAGEMENT
  24. 24. FIVE CONFLICT MANAGEMENT STYLES  FORCING  COLLABORATION  COMPROMISING  AVOIDING  ACCOMODATING
  25. 25. CONTINGENCY APPROACH TO CONFLICT MANAGEMENT
  26. 26. PAREEK’S MODEL OF CONFLICT MANAGEMENT

×