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Conflict Management.1.pptx

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Conflict Management.1.pptx

  1. 1. TACTICAL APPROACH & STRATEGIES Conflict Management 1
  2. 2. Learning Objective ● Understand the fundamental concepts of conflict management ● Acquire specific tactical approaches to conflict situation ● Learn the 5 strategies of conflict resolution ● Apply discussed strategies to more effectively assess and mange conflicts 2
  3. 3. Conflict Happens ● Conflict is…. ● A normal, inescapable part of life ● A periodic occurrence in any relationship ● An opportunity to understand opposing preferences an values ● ENERGEY 3
  4. 4. How Conflict Arises? 4 Conflict Disagree Choices
  5. 5. Reasons of Conflict Miscommunication Employee Attitudes & Work Habits Inequalities Stereotypes, Prejudice & Discrimination Lack of Cooperation & Trust Poorly Defined Goals Competition of Scarce Resources Unclear Role/Job Description 5
  6. 6. Poorly Managed Conflicts Lead To… Stress Absenteeism Staff turnover De- motivation Non- productivity 6
  7. 7. Well Managed Conflicts Lead To… 7 Dynamics Stimulates Competition Employee feedback /decision making Source of Motivation Productivity
  8. 8. Fatima, the Typist ● Samina, Razia and Fatima are typists/secretaries in your organization. Samina is from Karachi, Razia from Rawalpindi and Fatima from a rural village in Khairpur. Their average typing speed during last three months has been: Samina (60), Razia (50) and Fatima (30) What do you think of Fatima’s performance? ( Rank her using the scale from 1-5) 8
  9. 9. Fatima, the Typist (Cont’d) Samina and Razia had other jobs before joining your organization. This is fatima’s first job. She joined three months ago What do you think of Fatima’s performance now? 9
  10. 10. Fatima, the Typist (Cont’d) While Samina and Razia have new imported typewriters, Fatima has an old one which “jumps” frequently. What do you think of Fatima’s performance now? 10
  11. 11. Fatima, the Typist (Cont’d) Most of Samina’s and Razia’s work is straight typing of reports yet they have a considerable number of errors. Fatima on the other hand is usually given heavy statistical data and her work is practically errorless. What do you think of Fatima’s performance? 11
  12. 12. Manage the Energy of Conflict 12
  13. 13. Use Cognitive Conflict ● Disagreement about ideas and approaches ● Issue focused, not personal ● Characteristic of high performing groups 13
  14. 14. Avoid Affective Conflict ● Personal antagonism fueled by differences of opinion ● Destructive to group performance and cohesion 14
  15. 15. How can we keep conflict cognitive? 1. Make the approach 2. Share perspectives 3. Build understanding 4. Agree on solutions 5. Plan next steps 15
  16. 16. Step 1. Make the Approach ● Reflect before you begin ● Invite the other party to a conversation ● Be clear about your intentions ● State your goal - a positive resolution 16
  17. 17. Step 2. Share Perspectives ● Ask for the other person’s perspective ● Paraphrase what you hear ● Acknowledge your contribution ● Describe your perspective 17
  18. 18. Understand Why your Views Differ 18
  19. 19. Name the ISSUES ● Identify topics that the parties view as important to address ● Use concise neutral language ● Avoid pronouns ● Use issues to create the agenda 19
  20. 20. Step 3. Build Understanding ● Discuss one issue at a time ● Clarify assumptions ● Explore interests and feelings 20
  21. 21. Step 4. Agree on Solutions ● Reality test – Is this doable? ● Durability test – Is this durable? ● Interest test – Does this meet all parties’ interests? 21
  22. 22. Step 5. Plan Next Steps ● Jointly create action plan ● What needs to happen? ● Who needs to do what? By when? ● How will interaction take place if problems occur? Ibid. 22
  23. 23. Conflict Resolution Strategies 23
  24. 24. Pros Cons ○ The winner is clear ○ Winners usually experience gains ○ Establishes the battleground for the next conflict ○ May cause worthy competitors to withdraw or leave the organization Competition 24
  25. 25. Pros Cons ○ Curtails conflict situation ○ Enhances ego of the other ○ Sometimes establishes a precedence ○ Does not fully engage participants Accommodating 25
  26. 26. Pros Cons ○ Shows good will ○ Establishes friendship ○ No one gets what they want ○ May feel like a dead end Compromise 26
  27. 27. Pros Cons ○ Everyone “wins” ○ Creates good feelings ○ Hard to achieve since no one knows how ○ Often confusing since players can “win” something they didn’t know they wanted Collaboration 27
  28. 28. 28
  29. 29. Tools for Conflict Management 29
  30. 30. That’s true but… What doesn’ t work 30
  31. 31. That’s true and… What does work 31
  32. 32. BLAME What doesn’ t work 32
  33. 33. The “third story” What does work 33
  34. 34. You get the picture… What doesn’ t work 34
  35. 35. Conclusion Build good relationships before conflict occurs Do not let small problems escalate; deal with them as they arise Respect differences Listen to others’ perspectives on the conflict situation 35
  36. 36. Conclusion Acknowledge feelings before focussing on facts Focus on solving problems, not changing people If you can’t resolve the problem, turn to someone who can help Remember to adapt your style to the situation and persons involved 36
  37. 37. 37

Notes de l'éditeur

  • Cognitive conflict is the term educationalists use for the idea of cognitive dissonance and can be broadly defined as the mental discomfort produced when someone is confronted with new information that contradicts their prior beliefs and ideas

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