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Page 1
Mataas Na Paaralang Juan C. Laya
LEARNING ACTION CELL
(LAC Session)
Edukasyon sa Pagpapakatao
February 28, 2017
Venue: EsP Faculty Room
Topic: Conflict Management
Prepared by:
Edna A. Manangan
Teacher III
Page 2
Topic:
Conflict Management
Prepared by:
Edna A. Manangan
Resource Speaker
Page 3
What is Conflict ?
Page 4
We define conflict as a
disagreement through
which the parties involved
perceived a threat to their
needs, interests or
concerns
Page 5
1.Dissagreement-
generally there is some level of
difference in the positions of the
two or more parties involved in the
conflict. True disagreement versus
the perceived disagreement maybe
quite different from one another.
Page 6
If we can understand the
true areas of
disagreement, this will
help us solve the right
problems and manage the
true needs of the parties.
Page 7
2.Parties
Involved
The
person or
people
involved
in the
conflict
Page 8
3. Perceived
Threat
• People respond to the perceived threat
rather than the true threat facing them. If
we can work to understand the true threat
(issues) and develop strategies(solutions)
that manage it (agreement), we are
acting constructively to manage the
conflict.
Page 9
4.Needs, interests or
concerns
• Simply stated, there are always
procedural needs and psychological
needs to be addressed within the conflict,
in addition to the substantive needs ,
interest or concerns that are presented .
Any efforts to resolve conflicts effectively
must take these points into account.
Page 10
What is Conflict Management?
Page 11
What is Conflict Management?
• It involves implementing strategies to limit
the negative aspects of conflict and to
increase the positive aspects of conflict at
a level equal to or higher than when the
conflict is taking place.
• The aim of conflict management is to
enhance learning and group outcomes
(effectiveness or performance in
organizational setting.) -Rahim, 2002
Page 12
Remember:
•Conflict management is
not concerned with
eliminating all conflict or
avoiding conflict.
Page 13
What are the
causes of
Conflict?
Page 14
1. Conflicting Resources
Page 15
1. Conflicting Resources
We all need access to certain
resources- whether these are office
supplies, help from colleagues, or
even a meeting room- to do our jobs
well. When more than one person or
group needs access to a particular
resource, conflict can occur.
Page 16
1. Conflicting Resources
If you or your people are in conflict
over resources, use technique like
Win-win negotiation.
Page 17
1. Conflicting Resources
You can help team members
overcome this cause of conflict by
making sure that they have
everything they need to do their jobs
well.
Page 18
1. Conflicting Resources
Teach them how to prioritize their
time and resources, as well as on
how to negotiate with one another.
Page 19
1. Conflicting Resources
If people start battling for a
resource,sit both parties down to
discuss openly why the needs are at
odds. An open discussion is
needed.
Page 20
2. Conflicting Styles
Page 21
2. Conflicting Styles
Everyone works differently,
according to his or her individual
needs and personality. Some
people love the thrill of getting the
things done at the last minute,
while others need strict deadlines
to perform. When working styles
clash, conflict can often occur.
Page 22
2. Conflicting Styles
To prevent and manage this type
of conflict in your team, consider
people’s working styles and
natural group roles when you
build your team.
Page 23
3.Conflicting perceptions
Page 24
3.Conflicting perceptions
All of us see the world through our
own lens, and differences of
perceptions in events can cause
conflict, particularly when one person
knows something that the other
person doesn’t know, but doesn’t
realize this.
Page 25
3.Conflicting perceptions
If your team members regularly
engage in “Turf wars” or gossip, you
might have a problem with conflicting
perceptions.
Page 26
3.Conflicting perceptions
Make an effort to manage this conflict
by communicating openly, even
when you have to share bad news.
The more information you share, the
less likely it is that they will come up
with their interpretations of events.
Page 27
3.Conflicting perceptions
Different perceptions are also a
common cause of office politics(even
in classrooms).
Example, if you assign a project to
one person that normally would be
someone else’s responsibility, you
may ignite a power struggle between
the two.
Page 28
4.Conflicting Goals
Page 29
4.Conflicting Goals
Sometimes we have conflicting goals
in our work. Ex. One manager might
tell that speed is more important.
Another manager might say that in-
depth, high quality service is the top
priority. (((Ano ba talaga Kuya?))))
Page 30
Remember:
If your own goals are unclear
or conflicting, speak with your
boss, and negotiate goals that
work for everyone.
Page 31
4.Conflicting Goals
When we set goals for our
team members, make sure that
those goals don’t conflict with
other goals set for that person,
or set for other people.
Page 32
5.Conflicting Pressures
Page 33
5.Conflicting Pressures
We often have to depend on our
colleagues to get our work done. However,
what happens when you need a report from
your colleagues by noon, and he’s already
preparing another report for someone else
by that same deadline?
Page 34
5.Conflicting Pressures
If you suspect that people are
experiencing conflict because of
clashing short- term objectives,
reschedule tasks and deadlines to
relieve the pressure.
Page 35
6.Conflicting Roles
Page 36
6.Conflicting Roles
It is similar to conflicting perceptions.
One team member may view a task
as his or her responsibility or territory.
But when someone else comes in to
take over that task, conflict occurs.
Page 37
7.Different Personal Values
Imagine that your boss asked you to
perform a task that conflicts with your
ethical standards, will you follow or
refuse?
Page 38
7.Different Personal Values
When our work conflicts with our
personal values, conflict can quickly
arise. To avoid this in your team or
group, practice ethical leadership.
Try not to ask anybody to do anything
that clashes with their values, or with
yours.
Page 39
8.Unpredictable Policies
Page 40
8.Unpredictable Policies
Confusion and conflict can occur
because of unpredictable policies.
When rules and policies change,
communicate exactly what will be
done and
why the policy is changing. When
people understand why the rules are
there, they will accept the change
more likely.
Page 41
The 5 Most Common Types of
Conflict in the workplace
1. Interdependence Conflicts
• A person relies on
someone else’s
cooperation, output
or input in order for
them to get their
job done
2. Differences in Style
• People’s
preferred way
of completing a
job can differ.
Page 42
The 5 Most Common Types of
Conflict in the workplace
3. Differences in
Background/Gender
• Conflict may arise
because of
differences in
educational
background, personal
experiences, ethnic
heritage, gender and
political preferences
4. Differences in Leadership
• Employees who
change from one
leader to another
can become
confused and
irritated
Page 43
The 5 Most Common Types of
Conflict in the workplace
5. Personality Clashes
• These type of conflict in the
workplace are often fueled by
emotion and perceptions about
somebody else ‘s motives and
character
Page 44
Conflict Management
Strategies
Page 45
Conflict Management
Strategies
1.AccommodAting-
allowing the other party to
satisfy their concerns
while neglecting your
own. (I lose - you win)
Page 46
Conflict Management
Strategies
2. Avoiding- not paying
attention to the conflict and
not taking any action to
resolve it.
(I lose – You lose)
Page 47
Conflict Management
Strategies
3. collAborAting-
cooperating with the other party
to understand their concern and
expressing your own concerns
in an effort to find a mutually and
completely satisfactory solution.
(I win- You win)
Page 48
Conflict Management
Strategies
4.competing or Forcing-
using formal authority or other
power that you possess to
satisfy your concerns without
regard to the concerns of the
party that you are in conflict
with.
(I win- You Lose)
Page 49
Conflict Management
Strategies
5. compromising- attempting
to resolve a conflict by
identifying a solution that is
partially satisfactory to both
parties, but completely
satisfactory to neither.
(win win- lose lose)
Page 50
Conflict Management
Strategies
Page 51
Research on conflict management
strategies/styles has found that each of us
tends to use one or two of the above 5
strategies more than the others.
For instance, some people predominantly use
collaborating when in interpersonal conflict
situations.
In other words, although there are 5 ways to
handle conflicts, a person is more likely to
collaborate than they are to force,
accommodate, avoid or
Compromise.
Page 52
Page 53
There are many advantages to
using a collaborating strategy to
handle interpersonal conflicts.
It promotes creative problem
solving, and it’s a way of
fostering mutual respect and
rapport.
Page 54
Page 55
Remember:
• However, collaborating takes
time, and many conflict
situations are either very
urgent or too trivial to justify
the time it takes to collaborate.
Page 56
• There are many conflict
situations that should be
handled with one of the
other four conflict
management strategies
rather than collaboration.
Page 57
• Managers, leaders and/teachers as well
who are very skilled at conflict
management are able to
• A. understand interpersonal conflict
situations and
• B. use the appropriate strategy for each
situation.
Page 58
The Lighter Side
Page 59
The lighter side:
Page 60
Page 61
Page 62
Page 63
Page 64
Page 65
Page 66
Page 67
The Five Steps in Resolving
Conflicts
• 1. Pray about the problem together.
• Do this humbly not as a way to bring
judgment down on the other person!
Commit to trying to find a solution, and
then define the conflict as a mutual
problem. Try to perceive the situation as a
mutual problem not a win/lose struggle.
Page 68
The Five Steps in Resolving
Conflicts
• 2.Clarify the issues-Focus on the needs
and Goals. Reframe the situation with the
questions. What do we need to do to get
out of this situation? What are our
goals/concerns? Don’t be dragged back
into recriminations or old gossip that is
quite destructive.
Page 69
The Five Steps in Resolving
Conflicts
• 3. Understand each other’s
Perspective-
• Treat the other person and their viewpoint
with respect. Once we understand each
other, it is much easier to want to come to
an agreement. Use specific
communication- use “I” words instead of
“you” words.
Page 70
The Five Steps in Resolving
Conflicts
• 4. Break the Conflict into small Steps
• If the conflict is serious, it may not be
possible to sort all of the problems out at
one time. try to agree to deal with one
issue at first, and then you can move on to
thenext.
Page 71
The Five Steps in Resolving
Conflicts
• 5.Give and Take
• Take a long- term view. Support
what is legitimate and fair. Resist greed
and injustice. “Give” in areas that are high
value to others and easy for you to give.
Remember that you can not expect to
have everything to go your way.
Page 72
The Lighter Side
Part 2
Page 73
Husband to wife:
God saw me hungry, he created pizza.
He saw me thirsty, he created Pepsi.
He saw me in the dark, he created light.
He saw me without problems, he created YOU!
Page 74
Wife to Husband:
I wrote your name on the beach, it got washed away.
I wrote your name in the air, it was blown away.
Then I wrote your name in my heart,
And I got heart attack.
Page 75
• Thank you!
• To God be the Glory!

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Conflict Management

  • 1. Page 1 Mataas Na Paaralang Juan C. Laya LEARNING ACTION CELL (LAC Session) Edukasyon sa Pagpapakatao February 28, 2017 Venue: EsP Faculty Room Topic: Conflict Management Prepared by: Edna A. Manangan Teacher III
  • 2. Page 2 Topic: Conflict Management Prepared by: Edna A. Manangan Resource Speaker
  • 3. Page 3 What is Conflict ?
  • 4. Page 4 We define conflict as a disagreement through which the parties involved perceived a threat to their needs, interests or concerns
  • 5. Page 5 1.Dissagreement- generally there is some level of difference in the positions of the two or more parties involved in the conflict. True disagreement versus the perceived disagreement maybe quite different from one another.
  • 6. Page 6 If we can understand the true areas of disagreement, this will help us solve the right problems and manage the true needs of the parties.
  • 8. Page 8 3. Perceived Threat • People respond to the perceived threat rather than the true threat facing them. If we can work to understand the true threat (issues) and develop strategies(solutions) that manage it (agreement), we are acting constructively to manage the conflict.
  • 9. Page 9 4.Needs, interests or concerns • Simply stated, there are always procedural needs and psychological needs to be addressed within the conflict, in addition to the substantive needs , interest or concerns that are presented . Any efforts to resolve conflicts effectively must take these points into account.
  • 10. Page 10 What is Conflict Management?
  • 11. Page 11 What is Conflict Management? • It involves implementing strategies to limit the negative aspects of conflict and to increase the positive aspects of conflict at a level equal to or higher than when the conflict is taking place. • The aim of conflict management is to enhance learning and group outcomes (effectiveness or performance in organizational setting.) -Rahim, 2002
  • 12. Page 12 Remember: •Conflict management is not concerned with eliminating all conflict or avoiding conflict.
  • 13. Page 13 What are the causes of Conflict?
  • 15. Page 15 1. Conflicting Resources We all need access to certain resources- whether these are office supplies, help from colleagues, or even a meeting room- to do our jobs well. When more than one person or group needs access to a particular resource, conflict can occur.
  • 16. Page 16 1. Conflicting Resources If you or your people are in conflict over resources, use technique like Win-win negotiation.
  • 17. Page 17 1. Conflicting Resources You can help team members overcome this cause of conflict by making sure that they have everything they need to do their jobs well.
  • 18. Page 18 1. Conflicting Resources Teach them how to prioritize their time and resources, as well as on how to negotiate with one another.
  • 19. Page 19 1. Conflicting Resources If people start battling for a resource,sit both parties down to discuss openly why the needs are at odds. An open discussion is needed.
  • 21. Page 21 2. Conflicting Styles Everyone works differently, according to his or her individual needs and personality. Some people love the thrill of getting the things done at the last minute, while others need strict deadlines to perform. When working styles clash, conflict can often occur.
  • 22. Page 22 2. Conflicting Styles To prevent and manage this type of conflict in your team, consider people’s working styles and natural group roles when you build your team.
  • 24. Page 24 3.Conflicting perceptions All of us see the world through our own lens, and differences of perceptions in events can cause conflict, particularly when one person knows something that the other person doesn’t know, but doesn’t realize this.
  • 25. Page 25 3.Conflicting perceptions If your team members regularly engage in “Turf wars” or gossip, you might have a problem with conflicting perceptions.
  • 26. Page 26 3.Conflicting perceptions Make an effort to manage this conflict by communicating openly, even when you have to share bad news. The more information you share, the less likely it is that they will come up with their interpretations of events.
  • 27. Page 27 3.Conflicting perceptions Different perceptions are also a common cause of office politics(even in classrooms). Example, if you assign a project to one person that normally would be someone else’s responsibility, you may ignite a power struggle between the two.
  • 29. Page 29 4.Conflicting Goals Sometimes we have conflicting goals in our work. Ex. One manager might tell that speed is more important. Another manager might say that in- depth, high quality service is the top priority. (((Ano ba talaga Kuya?))))
  • 30. Page 30 Remember: If your own goals are unclear or conflicting, speak with your boss, and negotiate goals that work for everyone.
  • 31. Page 31 4.Conflicting Goals When we set goals for our team members, make sure that those goals don’t conflict with other goals set for that person, or set for other people.
  • 33. Page 33 5.Conflicting Pressures We often have to depend on our colleagues to get our work done. However, what happens when you need a report from your colleagues by noon, and he’s already preparing another report for someone else by that same deadline?
  • 34. Page 34 5.Conflicting Pressures If you suspect that people are experiencing conflict because of clashing short- term objectives, reschedule tasks and deadlines to relieve the pressure.
  • 36. Page 36 6.Conflicting Roles It is similar to conflicting perceptions. One team member may view a task as his or her responsibility or territory. But when someone else comes in to take over that task, conflict occurs.
  • 37. Page 37 7.Different Personal Values Imagine that your boss asked you to perform a task that conflicts with your ethical standards, will you follow or refuse?
  • 38. Page 38 7.Different Personal Values When our work conflicts with our personal values, conflict can quickly arise. To avoid this in your team or group, practice ethical leadership. Try not to ask anybody to do anything that clashes with their values, or with yours.
  • 40. Page 40 8.Unpredictable Policies Confusion and conflict can occur because of unpredictable policies. When rules and policies change, communicate exactly what will be done and why the policy is changing. When people understand why the rules are there, they will accept the change more likely.
  • 41. Page 41 The 5 Most Common Types of Conflict in the workplace 1. Interdependence Conflicts • A person relies on someone else’s cooperation, output or input in order for them to get their job done 2. Differences in Style • People’s preferred way of completing a job can differ.
  • 42. Page 42 The 5 Most Common Types of Conflict in the workplace 3. Differences in Background/Gender • Conflict may arise because of differences in educational background, personal experiences, ethnic heritage, gender and political preferences 4. Differences in Leadership • Employees who change from one leader to another can become confused and irritated
  • 43. Page 43 The 5 Most Common Types of Conflict in the workplace 5. Personality Clashes • These type of conflict in the workplace are often fueled by emotion and perceptions about somebody else ‘s motives and character
  • 45. Page 45 Conflict Management Strategies 1.AccommodAting- allowing the other party to satisfy their concerns while neglecting your own. (I lose - you win)
  • 46. Page 46 Conflict Management Strategies 2. Avoiding- not paying attention to the conflict and not taking any action to resolve it. (I lose – You lose)
  • 47. Page 47 Conflict Management Strategies 3. collAborAting- cooperating with the other party to understand their concern and expressing your own concerns in an effort to find a mutually and completely satisfactory solution. (I win- You win)
  • 48. Page 48 Conflict Management Strategies 4.competing or Forcing- using formal authority or other power that you possess to satisfy your concerns without regard to the concerns of the party that you are in conflict with. (I win- You Lose)
  • 49. Page 49 Conflict Management Strategies 5. compromising- attempting to resolve a conflict by identifying a solution that is partially satisfactory to both parties, but completely satisfactory to neither. (win win- lose lose)
  • 51. Page 51 Research on conflict management strategies/styles has found that each of us tends to use one or two of the above 5 strategies more than the others. For instance, some people predominantly use collaborating when in interpersonal conflict situations. In other words, although there are 5 ways to handle conflicts, a person is more likely to collaborate than they are to force, accommodate, avoid or Compromise.
  • 53. Page 53 There are many advantages to using a collaborating strategy to handle interpersonal conflicts. It promotes creative problem solving, and it’s a way of fostering mutual respect and rapport.
  • 55. Page 55 Remember: • However, collaborating takes time, and many conflict situations are either very urgent or too trivial to justify the time it takes to collaborate.
  • 56. Page 56 • There are many conflict situations that should be handled with one of the other four conflict management strategies rather than collaboration.
  • 57. Page 57 • Managers, leaders and/teachers as well who are very skilled at conflict management are able to • A. understand interpersonal conflict situations and • B. use the appropriate strategy for each situation.
  • 67. Page 67 The Five Steps in Resolving Conflicts • 1. Pray about the problem together. • Do this humbly not as a way to bring judgment down on the other person! Commit to trying to find a solution, and then define the conflict as a mutual problem. Try to perceive the situation as a mutual problem not a win/lose struggle.
  • 68. Page 68 The Five Steps in Resolving Conflicts • 2.Clarify the issues-Focus on the needs and Goals. Reframe the situation with the questions. What do we need to do to get out of this situation? What are our goals/concerns? Don’t be dragged back into recriminations or old gossip that is quite destructive.
  • 69. Page 69 The Five Steps in Resolving Conflicts • 3. Understand each other’s Perspective- • Treat the other person and their viewpoint with respect. Once we understand each other, it is much easier to want to come to an agreement. Use specific communication- use “I” words instead of “you” words.
  • 70. Page 70 The Five Steps in Resolving Conflicts • 4. Break the Conflict into small Steps • If the conflict is serious, it may not be possible to sort all of the problems out at one time. try to agree to deal with one issue at first, and then you can move on to thenext.
  • 71. Page 71 The Five Steps in Resolving Conflicts • 5.Give and Take • Take a long- term view. Support what is legitimate and fair. Resist greed and injustice. “Give” in areas that are high value to others and easy for you to give. Remember that you can not expect to have everything to go your way.
  • 72. Page 72 The Lighter Side Part 2
  • 73. Page 73 Husband to wife: God saw me hungry, he created pizza. He saw me thirsty, he created Pepsi. He saw me in the dark, he created light. He saw me without problems, he created YOU!
  • 74. Page 74 Wife to Husband: I wrote your name on the beach, it got washed away. I wrote your name in the air, it was blown away. Then I wrote your name in my heart, And I got heart attack.
  • 75. Page 75 • Thank you! • To God be the Glory!