Conflict Management Prof M N Tripathi, XIMB

Why does Conflict happen? Different objectives Disagreements Disputes Rigidity

Cost of conflict Relationship cost Cost to the individual – stress, loss of confidence, unhappiness, hostility, withdrawal, illness Cost to the organization – wasted employee time, higher staff turnover, missed opportunities, absenteeism, inefficiency, low morale, poor teamwork

Levels of Conflict Intrapersonal Interpersonal Intragroup Intergroup

Your reality is not totality Different viewpoints Difficult people Intent and impact Opinions and facts

Different personalities Go-getters Carers Analyzers Socializers

Conflict can be complex Look at the causes , not the symptoms Conflict starters Conflict escalators

Varieties of Conflict Behaviour Irritability Flashes of anger Being demanding and uncooperative Lack of concern for others Hiding behind the rules ‘I won’t do it because I’ll get blamed for it’ syndrome

Conflict management Style High Accommodating Collaborating Cooperativeness Compromising Avoiding Competing Low Low High Assertiveness

What are the choices? We can choose to discuss and debate our differences, respecting each other’s views We can argue about our differences, trying to convince the other that we are right We can move into conflict about these differences, trying to impose over the other

The Dual Concerns Model Concern about other outcomes Yielding Problem Solving Compromising Inaction Contending Concern about own outcomes

Resolving Conflict Conflict is caused by a denial of people’s needs Look for the win-win. For me to win, you don’t have to lose. While differences explain conflict, it is arrogance that drives it

Win-win is more likely when people Focus on both sets of needs, concerns and feelings Respect each other’s view See the issue as a mutual problem to be solved Are prepared to listen and compromise Are not interested in winning at any cost Opt for power with rather than power over