Managing Conflicts Khum Raj Punjali Pratibha Dhungana Nepal Administrative Staff College, ACMD 2019

Session Outline Nature and Sources of Conflict Conflict Management Techniques Practical Ways of handling Conflict

Conflict What clicks your mind when you think of Conflict?

Current Context of Bureaucracy Changing Environment Adjustment / reconciliation of existing Structure Legal basis for running the governments ongoing Redeployment of Officials Capacity Gap in Provincial and Local Government Issue of career development Media Chase etc... Legal basis for running the governments have not yet been issued (including Act, Regulations, guidelines)

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Conflict: Definition A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about. -S.P Robbins Here we can discuss on three important component: Process, Interdependence and perceived incompatibility in detail with example

Conflict: Definition A natural and inevitable fact of personal/ organizational life; Occurs due to various reasons ranging from personalities, attitude to rules, regulations, policies, practices and available resources, communication and structure etc...; May have positive or negative implications;

Conflict: Transitions Thought Traditional View of Conflict The belief that all conflict is harmful and must be avoided Prevalent view in the 1930s-1940s The traditional view of conflict believes that conflict is bad and it should be avoided as much as possible. This view was more prevalent in the 1930’s and 40’s than it is today. This view held that conflict was the result of poor communication, lack of openness, or failure to respond to employee needs. All these things are negative and can be fixed so management thought that conflict could be fixed and should be fixed. (c) 2008 Prentice-Hall, All rights reserved.

Conflict: Transitions Thought Human Relations View of Conflict The belief that conflict is a natural and inevitable outcome in any group Focuses on productive conflict resolution Modern View of Conflict The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively Current view The views of conflict have shifted over the years and have developed into more acceptance of conflict as a natural and inevitable outcome of group dynamics. This idea focuses on productive conflict resolution and is called the resolution focused view of conflict. The current view on conflict is that it is not only a positive force in a group but it is actually necessary for a group to perform effectively. This is called the interactionist view of conflict and is widely accepted today. (c) 2008 Prentice-Hall, All rights reserved.

It is OK to be different, it is not OK to dysfunction

Conflict: Nature/ Types Intrapersonal Interpersonal Intragroup Intergroup Inter organizational Intra organizational

Stages that the relationship goes through Discussion: healthy sharing of ideas Debate: openness to others’ ideas/different viewpoints Argument: disagreement to others’ ideas Conflict: I am right and you are wrong and you need to do it my way Breakdown: painful relationship

Conflict Process

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

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

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.

Stage III: Intentions Conflict Management: Two Broad Dimensions Cooperativeness Attempting to satisfy the other party's concerns Assertiveness Attempting to satisfy the one's own concerns

Stage III: Conflict Handling Intentions

Conflict Handling Intentions Dimensions Characteristics Conflict Table Avoiding Desire to withdraw or suppress a conflict. Lose-Lose Accommodating willingness to place opponent’s interests above own. Lose-Win Compromising Willingness to give up something. Some Win-some Lose Competing Desire to satisfy one’s interest regardless of impact of other party to the conflict. Win-Lose Collaborating Desire to satisfy fully concerns of all parties. Win-Win

Stage IV: Behaviour Minor Disagreement or misunderstanding Overt questioning or challenging of others Assertive verbal attacks Threats & ultimatums Aggressive physical attacks Overt efforts to destroy the other party

Stage V: Outcomes FUNCTIONAL OUTCOMES Improves Quality Of Decisions, Stimulates Creativity & Innovation, Encourages Interest & Curiosity, Open Communication, Transparency, Fosters Environment Of Self Evaluation & Change.

Stage V: Outcomes DYSFUNCTIONAL OUTCOMES DISSOLVE COMMON TIES, DISCONTENT , DESTRUCTION OF GROUP.

CONFLICT MANAGEMENT Is the practice of being able to identify and handle conflicts sensibly, fairly and efficiently. It is the use of resolution and stimulation techniques to achieve the desired level of conflict.

CONFLICT RESOLUTION TECHNIQUES PROBLEM SOLVING EXPANSION OF RESOURCES AVOIDANCE(lose- lose situation) 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 PCMD, 2019

WHEN TO USE DIFFERENT CONFLICT RESOLUTION APPROACHES APPROACH WHEN DOMINATING IMPORTANT ISSUES, SURE OF BEING RIGHT. ACCOMMODATING 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

Some Practical Things to Keep in Mind Don't argue with perception Don't judge behaviors Build Bridge Mindset rather than Barrier mindset Source:Shay andMCConnon, 2008

How to build Bridge Mindset? Listen for feelings, needs Acceptance Listening Talk Constructively Example: We seem to have diff approaches to... Help me to understand why you want to... would it be a good idea to talk about....

Listening is the Key

Closing Note Conflict is inevitable phenomenon yet complex Human and non human factors are responsible for conflict Sources of conflict are mainly personal, communication , Leadership and structural variables Different perspectives from all parties need to be analyzed Rather than Judging behaviors ,connect with needs Conflict handling intentions and conflict resolution/stimulation techniques need to be used appropriately based on the circumstances

Thank You