MANAGING CONFLICT (Discussion Note) 2018 BKB/NASC/2018

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

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

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

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

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

Functional vs Dysfunctional Conflict WHEN CONFLICT SUPPORTS GOALS OF GROUP & IMPROVES ITS PERFORMANCE BKB/NASC/2018

Functional vs Dysfunctional Conflict Contd…. WHEN CONFLICT HINDERS GROUP PERFORMANCE & CAN BE OF THREE TYPES TASK CONFLICT- OVER CONTENT & GOALS OF WORK RELATIONSHIP CONFLICT PROCESS CONFLICT -OVER HOW WORK GETS DONE BKB/NASC/2018

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

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

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

Stage V: OUTCOMES FUNCTIONAL OUTCOMES IMPROVES QUALITY OF DECISIONS, STIMULATES CREATIVITY & INNOVATION, ENCOURAGES INTEREST & CURIOSITY, OPEN COMMUNICATION, TRANSPARENCY, FOSTERS ENVIRONMENT OF SELF EVALUATION & CHANGE. BKB/NASC/2018

OUTCOMES Contd…. DYSFUNCTIONAL OUTCOMES DISSOLVE COMMON TIES, DISCONTENT , DESTRUCTION OF GROUP. BKB/NASC/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/2018

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

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

Thanks and Good day BKB/NASC/9851156111/binod. bista@nasc. org Thanks and Good day BKB/NASC/9851156111/binod.bista@nasc.org.np/binodb1@live.com BKB/NASC/2018