Nepal Administrative Staff College conflict management (Discussion Note) Binod Kumar Bista Nepal Administrative Staff College NASC 6 March, 2018

DEFINITION OF CONFLICT Negative ? Harmful ? BKB/NASC/ACMD/2018

seen as dysfunctional outcome Views on Conflict TRADITIONAL seen as dysfunctional outcome BKB/NASC/ACMD/2018

Views on Conflict Contd…. HUMANISTIC Seen as natural & inevitable outcome in any group. BKB/NASC/ACMD/2018

Views on Conflict Contd…. INTERACTIONISTIC a positive force that is necessary for a group effectiveness, self critical & creative. BKB/NASC/ACMD/2018

PROCESS in which Perception of one party being negatively affected… On an issue of importance to the perceiver BKB/NASC/ACMD/2018

Types of conflict 1.Personal or individual conflict 2. Interpersonal conflict 3. Organizational conflict/Inter-group conflict 4. Inter organisational conflict BKB/NASC/ACMD/2018

CONFLICT PROCESS FIVE STAGES I. POTENTIAL OPPOSITION OR INCOMPATIBILITY II. COGNITION & PERSONALIZATION III. INTENTION IV. BEHAVIOR V. OUTCOMES BKB/NASC/ACMD/2018

STAGE I: POTENTIAL OPPOSITION/INCOMPATIBILITY Conditions Ambiguous Communication. Structure in terms of size, degree of specialization, role clarity & centralization of authority, degree of dependence between groups. Personal variables. {This stage indicates presence of conditions that create opportunities for conflict to arise.} BKB/NASC/ACMD/2018

Conditions …. Different work method Different Goal Different Viewpoints or Perspectives-about particular subject Expectation-unclear BKB/NASC/ACMD/2018

Conditions…. Values-one’s belief systems, ideas of right versus wrong, etc. Communications- poor or inadequate Data-lack of information, too much information Interests-each party’s wants, needs, desires, fears, or concerns. BKB/NASC/ACMD/2018

Conditions…. Structure-limitations on resources like time and money, organizational structure, authority issues, unequal distribution of resources. BKB/NASC/ACMD/2018

Stage II: PERCEPTION & AWARENESS PERCEIVED CONFLICT awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise. Not personalized. FELT CONFLICT getting emotionally involved in a conflict creating anxiety, frustration or hostility. {This is the stage where conflict issues get defined & parties decide what the conflict is all about. It also brings forth the emotional linkages to the issue.} BKB/NASC/ACMD/2018

Conflict Handling Intentions Stage III: INTENTIONS Conflict Handling Intentions COMPETING: Desire to satisfy one’s interest regardless of impact of other party to the conflict. COLLABORATING: Desire to satisfy fully concerns of all parties. AVOIDING: Desire to withdraw or suppress a conflict. ACCOMODATING: willingness to place opponent’s interests above own. COMPROMISING: Willingness to give up something. BKB/NASC/ACMD/2018

DIMENSIONS OF CONFLICT HANDLING INTENTIONS ASSERTIVE COLLABORATING COMPETING COMPROMISING AVOIDING ACCOMODATING UNASSERTIVE COOPERATIVE UNCOOPERATIVE BKB/NASC/ACMD/2018

Stage IV: BEHAVIOUR Minor Disagreement or misunderstanding Overt questioning or challenging of others Legitimate verbal attacks Threats & ultimatums Aggressive physical attacks BKB/NASC/ACMD/2018

Symptoms of conflict Anger Anxiety Non-supportive Passive Aggressive Absenteeism Complaining Use of unsocial words Violent behaviour BKB/NASC/ACMD/2018

Stage V: OUTCOMES FUNCTIONAL OUTCOMES Unsolved problems can be solved, Peoples' opinion can be considered, Produces better ideas and forces people to search for new ways of working, People feel challenged and they get opportunity to prove their ability, Provides opportunities for creativity and innovation, Helps to achieve organization goal. BKB/NASC/ACMD/2018

OUTCOMES Contd…. DYSFUNCTIONAL OUTCOMES Develops suspicion and distrust, Reduces communication with each other, Ends the relationship or damages it, Deteriorates employees' morale, Some feel unheard or neglected, Develops unnecessary argument, Some people think of quitting the job, Finally, goal of the organization can not be achieved. BKB/NASC/ACMD/2018

ANTECEDENTS CONDITIONS STAGE I STAGE II STAGE III STAGE IV STAGE V PERCEIVED CONFLICT CONFLICT HANDLING INTENTIONS COMPETING COLLABORATING COMPROMISING AVOIDING ACCOMODATING INCREASED GROUP PERFORMANCE OVERT CONFLICT BEHAVIOR REACTION ANTECEDENTS CONDITIONS COMMUNICATION STRUCTURE PERSONAL VARIABLES DECREASED GROUP PERFORMANCE FELT CONFLICT POTENTIAL OPPOSITION COGNITION INTENTIONS BEHAVIOR OUTCOMES OR INCOMPATIBILITY & PERSONALIZATION BKB/NASC/ACMD/2018

CONFLICT MANAGEMENT USE OF RESOLUTION , PREVENTION AND STIMULATION TECHNIQUES TO ACHIEVE THE DESIRED LEVEL OF CONFLICT BKB/NASC/ACMD/2018

CONFLICT RESOLUTION TECHNIQUES PROBLEM SOLVING EXPANSION OF RESOURCES AVOIDANCE SMOOTHING COMPROMISE AUTHORITATIVE COMMAND ALTERING THE HUMAN VARIABLE ALTERING THE STRUCTURAL VARIABLES Face to face open discussions Create win-win situations Withdraw or suppress Playing down differences Giving up something of value Using formal authority Training for attitudinal change Changing formal structure& interaction patterns BKB/NASC/ACMD/2018

Eight steps model of problem solving Create a positive environment Define the problem Identify relevant facts and opinions Determine what results are desired Propose different solution Reach an agreement Implement the agreement Evaluate the solution. BKB/NASC/ACMD/2018

WHEN TO USE DIFFERENT CONFLICT RESOLUTION APPROACHES APPROACH WHEN DOMINATING IMPORTANT ISSUES, SURE OF BEING RIGHT. ACCOMODATING DISPUTES THAT ARE OF FAR GREATER IMPORTANCE TO THE OTHER GROUP THAN THEY ARE TO YOUR GROUP. PROBLEM SOLVING WHEN BOTH GROUPS ARE WILLING TO INVEST TIME & EFFORT TO REACH A RESOLUTION THAT MAXIMIES OUTCOME AVOIDING TEMPORARY EXPEDIENT TO BUY MORE TIME COMPROMISING MIDDLE GROUND –BACK UP APPROACH WHEN ALL APPROACHES FAIL TO RESOLVE ISSUE BKB/NASC/ACMD/2018

Conflict Prevention Techniques Reducing interdependence Exchange of personnel Liaison group or integrators Appeal to higher authority Adopting conflict sensitive approach. BKB/NASC/ACMD/2018

CONFLICT STIMULATION TECHNIQUES COMMUNICATION BRINGING IN OUTSIDERS RESTRUCTURING ORGANIZATION APPOINTING DEVIL’S ADVOCATE Using ambiguous or threatening messages With values conflicting with group Realigning work groups, altering rules , interdependence Designating a critic to argue against majority positions BKB/NASC/ACMD/2018

Conflict in Nepalese organizations There are conflicts depending upon the nature of organizations, System is more controlling than facilitating, Trade unions and political parties are influential factors, No culture of calculating cost of conflict, Basically system is authoritarian, BKB/NASC/ACMD/2018

Conflict.. There are conflicts mainly in: Personal level Inter-organizational level There are conflicts between administrators and politicians Conflicts between administrators and people also are there Conflicts are on distribution of resources BKB/NASC/ACMD/2018

Conflict.. Role ambiguity persists because of absence of proper job description Conflicts on career development Conflict on the distribution of opportunity Personal problem especially financial also creates conflict Nepotism and favoritism biasness also persist. BKB/NASC/ACMD/2018

Approaches to minimize conflict in Nepalese organizations Psychological discrimination between higher and lower level should be abolished Clear Job description Equitable distribution of all opportunities Abolish duplication of jurisdiction Establish the roles of Politicians and bureaucrats and implement practically BKB/NASC/ACMD/2018

Approaches.. Make communication system effective and trustworthy Regular interaction between employee and costumers Establish permanent mechanism to address grievances Carryout the study on the status and ways for managing of conflicts BKB/NASC/ACMD/2018

Approaches.. Implement participative decision making system Conduct regular staff meeting Establish Fair reward and punishment system Promote inclusive system of governance Implement capacity enhancement program in a regular and fair manner Ensure predictability of career development. BKB/NASC/ACMD/2018

Conclusion Dealing with conflict may be the most important function that a manager must learn to handle.  As effective conflict management is the quality of a good leadership. Conflict management is in today’s organisations becoming the most critical and time-consuming aspect of management. BKB/NASC/ACMD/2018

Conclusion With the right understanding and the right decisions, managers can channel all conflict in the organizations into constructive conflict and thus can create value out of it. BKB/NASC/ACMD/2018

Thank You for Your Active Participation BKB/NASC/9851156111/binod Thank You for Your Active Participation BKB/NASC/9851156111/binod. bista@nasc.org.np/binodb1@live.com Thank you. BKB/NASC/ACMD/2018