Conflict is a part of any company, sometimes it could affect the productivity , I applied internet research just to identified the causes and how to avoid it.

1. Conflict Management
Clarifying Confusion
Eng. Murhaf Ashi
November 1, 2009

2. Agenda
Introduction.
How to identify signs and stages of conflict.
Types of Managerial Actions that Cause Workplace
Conflicts.
Key Managerial Actions / Structures to Minimize Conflicts.
Ways People Deal With Conflict.
To Manage a Conflict Within Yourself - "Core Process“.
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3. Introduction
Conflict is when two or more values, perspectives
and opinions are contradictory in nature and haven't
been aligned or agreed about yet.
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4. Conflict is a problem when it
Hampers productivity
Lowers morale
Causes more and
continued conflicts
Causes inappropriate
behaviors
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5. Agenda
Introduction.
How to identify signs and stages of conflict.
Types of Managerial Actions that Cause Workplace
Conflicts.
Key Managerial Actions / Structures to Minimize Conflicts.
Ways People Deal With Conflict.
To Manage a Conflict Within Yourself - "Core Process“.
Eng. Murhaf Ashi
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6. Stages of conflict
Potential for
conflict exists
Aftermath Latent
conflict conflict
Open conflict
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7. Stages of conflict
The handling of conflict requires awareness of its various developmental
stages. If leaders in the situation can identify the conflict issue and how far
it has developed, they can sometimes solve it before it becomes much
more serious.
Typical stages include:
– Potential for conflict exists - in other words where people recognize that lack of
resources, diversity of language or culture may possible result in conflict.
– Latent conflict where a competitive situation could easily spill over into conflict
– Open conflict - which can be triggered by an incident and suddenly become real conflict
– Aftermath conflict - the situation where a particular problem may have been resolved
but the potential for conflict still exists
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8. Signs of conflict between individuals
• Leaders and members should be alert to signs of conflict between
colleagues:
– Colleagues not speaking to each other or ignoring each other
– Contradicting and bad-mouthing one another
– Deliberately undermining or not co-operating with each other, to the downfall
of the team
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9. Signs of conflict between groups ,people
• Similarly, leaders and members can identify latent conflict between groups
of people:
– Cliques or factions meeting to discuss issues separately, when they affect the
whole organization.
– One group being left out of organizing an event which should include
everybody .
– Groups using threatening slogans or symbols to show that their group is right
and the others are wrong.
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10. Agenda
Introduction.
How to identify signs and stages of conflict.
Types of Managerial Actions that Cause Workplace
Conflicts.
Key Managerial Actions / Structures to Minimize Conflicts.
Ways People Deal With Conflict.
To Manage a Conflict Within Yourself - "Core Process“.
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11. Types of Managerial Actions that Cause Workplace
Conflicts
A. Poor communications
– Employees experience continuing surprises, they aren't informed of new
decisions, programs, etc.
– Employees don't understand reasons for decisions, they aren't involved in
decision-making.
– As a result, employees trust the "rumor mill" more than management.
B. The alignment or the amount of resources is insufficient
– Disagreement about "who does what".
– Stress from working with inadequate resources.
C. Personal chemistry", including conflicting values
– Strong personal natures don't match.
– We often don't like in others what we don't like in ourselves.
D. Leadership problems
– Employees see the same continued issues in the workplace.
– Supervisors don't understand the jobs of their subordinates.
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12. Agenda
Introduction.
How to identify signs and stages of conflict.
Types of Managerial Actions that Cause Workplace
Conflicts.
Key Managerial Actions / Structures to Minimize Conflicts.
Ways People Deal With Conflict.
To Manage a Conflict Within Yourself - "Core Process“.
Eng. Murhaf Ashi
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13. Key Managerial Actions / Structures to Minimize
Conflicts
A. Regularly review job descriptions. Get your employee's input to them.
Write down and date job descriptions
– Job roles don't conflict.
– No tasks "fall in a crack“
B. Intentionally build relationships with all subordinates
– Meet at least once a month alone with them in office.
– Ask about accomplishments, challenges and issues.
C. Get regular, written status reports and include
– Accomplishments.
– Currents issues and needs from management.
– Plans for the upcoming period
D. Conduct basic training about
– Interpersonal communications.
– Conflict management.
– Delegation.
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14. Agenda
Introduction.
How to identify signs and stages of conflict.
Types of Managerial Actions that Cause Workplace
Conflicts.
Key Managerial Actions / Structures to Minimize Conflicts.
Ways People Deal With Conflict.
To Manage a Conflict Within Yourself - "Core Process“.
Eng. Murhaf Ashi
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15. Ways People Deal With Conflict
A. Avoid it. Pretend it is not there or ignore it.
– Use it when it simply is not worth the effort to argue. Usually this approach tends
to worsen the conflict over time.
B. Accommodate it. Give in to others, sometimes to the extent that you
compromise yourself
– Use this approach very sparingly and infrequently.
C. Competing. Work to get your way, rather than clarifying and addressing
the issue
– Use when you have a very strong conviction about your position.
D. Compromising. Mutual give-and-take
– Use when the goal is to get past the issue and move on.
E. Collaborating. Focus on working together
– Use when the goal is to meet as many current needs as possible by using mutual
resources.
– Use when the goal is to cultivate ownership and commitment.
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16. Agenda
Introduction.
How to identify signs and stages of conflict.
Types of Managerial Actions that Cause Workplace
Conflicts.
Key Managerial Actions / Structures to Minimize Conflicts.
Ways People Deal With Conflict.
To Manage a Conflict Within Yourself - "Core Process“.
Eng. Murhaf Ashi
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17. Conflict Within Yourself
Name the conflict, or identify the issue, including what you want that you aren't getting.
Consider:
Writing your thoughts down to come to a conclusion.
Talk to someone, including asking them to help you summarize the conflict in 5
sentences or less.
Get perspective by discussing the issue with your friend or by putting it down in writing.
Consider:
How important is this issue?
Does the issue seem worse because you're tired, angry at something else, etc.?
What's your role in this issue?
Pick at least one thing you can do about the conflict.
Identify at least three courses of action.
For Select an action - if there is no clear course of action, pick the alternative that will not hurt, or be
least hurtful, to yourself and others.
Briefly each course, write at least three pros and cons.
discuss that course of action with a friend.
Then do something.
Wait at least a day before you do anything about the conflict. This gives you
a cooling off period.
Then take an action.
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18. References
• Henry P Knowles; Börje O Saxberg (1971). Personality and leadership
behavior. Reading, Mass.: Addison-Wesley Pub. Co.. Chapter 8.
• Richard Arvid Johnson (1976). Management, systems, and society : an
introduction. Pacific Palisades, Calif.: Goodyear Pub.
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