Conflict Defined! a disagreement where parties involved perceive a threat to something that the first party cares about. Involves perception. 'clash of interests, values, actions, views or directions.'

How the changing views come about - people try to meet economic needs at work - no conflict exists between individual and organizational objectives people act rationally for self interest - we act alone to satisfy individual needs ASSUMPTIONS! motivated by many needs not always logical management requires effective social skills, not just technical skills job satisfaction will lead to higher job productivity Human Relations Traditional Make shorter abit

The 3 Changing views of Conflict Traditional Bad, caused by trouble makers Should be avoided or suppressed Human Relations Natural, inevitable Cannot eliminate, may contribute to group performance Interactionist A positive force and essential to performance effectively. Can be functional or dysfunctional. An atmosphere of tension is essential in any organization

Some Potential Causes of Conflict - Specialization - Interdependence - Common Resources Authority - Relationships - Status Inconsistencies - Jurisdictional - Conflict management style - Perception - Values and Ethics Emotions - Communication barriers -Cultural Differences Personal Structural

Conflict Process Transformation of conflict space into opposing interests Involves the choice to perceive opposing interest Results in conflict behaviour Balance of power Disruption of expectations

Functional & Dysfunctional Conflict Functional – produces a productive force Dysfunctional – hinders group performance Improves quality of decision Oppose goals of conflict stimulate members of the organization to increase their knowledge and skills  Less motivation by group members, time consuming Increases contribution to organizational innovation and productivity. Upsets personal psychological functioning Creates environment for self-evaluation and change Poor quality of decision Upsets psychological functioning Give e.g. of how to identify

Why is conflict necessary? Being aware of existing problems Relieves minor tensions Clears air of unexpressed resentments Catalyst for positive change Medium for problem-solving Facilitates group cohesiveness Better decisions made

Types of Conflict Task Over contents and goals of work Differences in viewpoints Effective decision making Psychological Inside the person Relationship Interpersonal relationship Interpersonal differences Poor decision making Process Delegate resources

Identifying Work place Conflict, Causes A specific type of conflict that occurs in workplace Personality or style differences and personal problems Organizational causes: leadership, management, budget, and disagreement about core values can also contribute Avoid authority- and domain-related disputes, improve policies, procedures and rules, re-apportioning existing resources or adding new, altering communications Causes Solutions

Possible outcomes of a conflict Win-Win Both parties needs are met Ends up happy Win- Lose Only 1 winner and 1 loser Traditional perception Lose-Lose Neither party benefits Ends up unhappy THE IMPLICATION …… VERY IMPORTANT!

How to behave during a conflict Focus Knowing what the individual wants Identify the best outcome Needs Asking what the other party wants (never assume) Anticipate the person’s response Listen Let him feel you care Acknowledge differences and seek suggestions HIM Address the other party’s interest first. Explain benefits and begin and end with positive words

Appropriate Conflict Management Strategies Conflict Resolution – process of attempting to resolve a conflict Accommodate Avoid Compete Compromise

Appropriate Conflict Management Strategies Conflict Stimulation – creating and increasing of conflicts Communication Bringing in the outsiders Restructuring the organisation Appointing a devil’s advocate

The 5 conflict management styles Avoid Compromise Accommodate Collaborating Competing http://www.child.gov.ab.ca/whatwedo/familyviolence/pdf/ncn0886.pdf

Kare Anderson’s Model for Conflict Resolution STEP 1 Tell yourself your main needs. STEP 2 Reach out to find the other person’s main needs. THE ROUND TRIP STEP 4 Propose a solution that supports their main needs and yours as well. STEP 3 Listen to the other person.

Conflict Check List It’s time to take some action! Step 5: Managing emotions Step 6: Willingness to resolve Step 7: Mapping the conflict Step 8: Mediation Step 9: Broadening perspectives Step 1: Win/win Step 2: Creative response Step 3: Empathy Step 4: Appropriate assertiveness

Conclusion of Conflict as a Group - Inevitable - Learn to address our differences and needs - work together as a group to solve all difficulties - Each person should have a role to play instead of waiting for leader to assign task - Confident positive outcomes if conflict is constructively managed - Improve self-awareness - Strengthen relationship

Summary/ Learning Points - Conflict can occur due to different goals and expectations - Necessary for better decisions - Optimal level of conflict can result in high performance - Increased group performance - Types of outcome; win-win is the best situation. - Resolving and stimulating conflict lead to desired level of conflict. - The appropriate conflict management techniques

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APA Style Citation GreenSpring Educational Institute. (n.d) Programs. Retrieved 16 January 2007 from, http://www.greensprings.org/sup/restricted/lesson13.htm Free Management Library. Authenticity Consulting, LLC. (1997). Basics of Conflict Management. Retrieved 16 January 2007 from, http://www.managementhelp.org/intrpsnl/basics.htm CNET Networks, Inc. (2007). Using Conflict in Organizations. Retrieved 16 January from, http://findarticles.com/p/articles/mi_m4035/is_3_45/ai_68217165 (2007) BusinessDictionary.com. Retrieved 16 January 2007 from, http://www.businessdictionary.com/definition/conflict-stimulation.html Wikimedia Foundation Inc. (n.d.). Workplace Conflict. Retrieved 16 January 2008 from, http://en.wikipedia.org/wiki/Workplace_conflict .

APA Style Citation Wikimedia Foundation Inc. (n.d.). Conflict Retrieved 16 January 2008 from, http://en.wikipedia.org/wiki/Conflict Wikimedia Foundation Inc. (n.d.). Conflict Management. Retrieved 16 January 2008 from, http://en.wikipedia.org/wiki/Conflict_management Natural Resources Management and Environment Department. (1997). Session5 Conflict Management. Retrieved 16 January 2007 from, http://www.fao.org/docrep/W7504E/w7504e07.htm Professor Edward G. Wertheim. (n.d). Historical background of Organizational Behaviour. Retrieved 16 January 2007 from, http://web.cba.neu.edu/~ewertheim/introd/history.htm