1. HM 02 Conflict Management
Conflict, causes, types, management

2. Content What is a conflict Different views Causes Management
Reponses to conflict

3. Draw mind map all you know about conflicts!

4. “Conflicts is a disagreement between two or more parties”
What is a conflict ?
“Conflicts is a disagreement between two or more parties”

5. Conflict
Conflict exists when individuals who depend on each other express different views, interests, or goals and perceive their views as incompatible or oppositional.

6. V 02 What is Conflict_.flv

7. Categories of Conflict
International
National – civil
Socio – economic
Political / religious
Organizational
Family
Personal

8. Different views of the Organizational Conflicts
Traditional
Always harmful
Human relations
inevitable , unavoidable
Modern management
Deficiency in the systems
Positive force for a group to function effectively
Too little and too much is harmful & controlled levels are effective

9. Conflict
Expressed disagreement—all conflict is expressed verbally or nonverbally.
Conflict can occur only between people who depend on each other.
Conflict involves opposition and is more than just differences.
The perception that our concerns are at odds with those of another
The perception that we and another must reconcile our differences

10. Principles of Conflict
Conflict is a natural process in all relationships.
Conflict may be overt or covert.
Overt conflict is out in the open and explicit.
Covert conflict is hidden and often unacknowledged.

11. Principles of Conflict
Conflict may be managed well or poorly.
It can either promote continuing attachment or split a relationship apart, depending on how differences are managed .
It involves intense emotions that we may not know how to handle.
Learning communication conflict skills can help us deal with differences.

12. Principles of Conflict
Conflict may be good for individuals and relationships.
It allows us to consider other points of views.
It can support our own identity by clarifying how we differ from others.
It expands partners’ views of each other.

13. Causes of Organizational Conflicts
Systems & Personnel
Poor systems
Scarcity of resources
finance, equipment, facilities,
Disagreements
needs, goals, priorities and interests
Poor or inadequate organizational structure
Lack of clarity
in roles and responsibilities
Poor supervision

14. Causes of Organizational Conflicts
Personal
Difference in :
attitudes, values or perceptions
Poor communication
Lack of teamwork
Over work
Resistance to change
Different approach for common goal

15. Positives of Conflicts
Enhance room to change
Improve skills to adopt to a situation
Generate energy & activity
Stimulate curiosity & ideas
Eases out tension
Brings out best in people
Leads to clarifications , roles, procedures objectives and forming systems & Policies

16. Negatives of Conflicts
Brings out instability and chaos
Disrupt the flow of activity
Negatively modifies the organization
Create undue tension unhealthy environment
Tear the organization by piece by piece
Lead to confusion , crisis and disaster

17. Conflict- the process Ignoring No talk Contradicting Bad mouthing
Confronting
Undermining
Not cooperating

18. Signs of Conflicts Body language Disagreements, regardless of issue
Withholding bad news
Surprises
Strong public statements
Airing disagreements through media
Conflicts in value system

19. Signs of Conflicts Desire for power Increasing lack of respect
Open disagreement
Lack responsibility on sensitive issues
Lack of clear goals
No discussion of progress, failure relative to goals, failure to evaluate the superintendent fairly, thoroughly or at all.

20. Responses to Conflict

21. Responses to Conflict
The exit response involves leaving a relationship either by physically walking out or by psychologically withdrawing.
The neglect response occurs when an individual denies or minimizes problems, disagreements, anger, tension.
The loyalty response is staying committed to a relationship despite differences.
The voice response is an active, constructive strategy for dealing with conflict by talking about problems and trying to resolve them.

22. Conflict Management
Conflict
Stimulation
Control
Resolution

23. A. Conflict stimulation
Main objective is to improve the existing current situation
Methods
Create competition
Import new people / technology
Change establish procedures / position
Communication

24. B. Conflict Control Expansion of the resource base
Relying on rules and procedures
Formation of task forces
Formation of super ordinate goals
Matching personalities

25. B. Conflict Control…. 6. Share information
by keeping people in the group up-to-date with current issues
7. Express positive expectations about each other
8. Empower each other
- publicly crediting colleagues who have performed well and encouraging each other to achieve results
9. Team-building
by promoting good morale and protecting the group's reputation with outsiders
10. Resolve potential conflict
by bringing differences of opinion into the open and facilitating resolution of conflicts

26. C. Conflict Resolution – process
Identify the problem/ problems
Make sure smooth running of the hospital- Smoothening
Accept deficiencies
Generate options
Positive
Win- win
Peaceful
Resolve the conflict

27. 5 ways to manage conflict
Avoidance
Competition
Accommodation
Compromise
Collaboration
First, write A,B, C, D in a column on the board; tell students you want to know where their scores fell and would like them to raise their hands to show where their highest score occurred as you read out each letter. Total the number of hands raised on each and provide a number so all can see where styles are clustered.
There are five ways of managing conflict, and each has its place.
First, (and not measured on this questionnaire) is to manage conflict by avoiding it. And there are many instances when a manager might chose to avoid conflict. For example, if the conflict is a flare-up between volatile persons who will soon forget the conflict, there is no point for the manager to get involved. Similarly, if the conflict is unimportant it may also be prudent to avoid it. The point is, sometimes avoidance is a good policy. (Sometimes in my family life, I will avoid a conflict if it appears that my spouse is tired or grouchy, for example.)
Often conflict cannot be avoided at which point we engage. Most people tend to have a preferred style of conflict management, and those are the preferences you showed by scoring highest on A, or B or C or D. So we see that in this class, we have many people who are (fill in the blank).

28. 1. Competition Plus Minus The winner is clear
Winners usually experience gains
Minus
Establishes the battleground for the next conflict
May cause worthy competitors to withdraw or leave the organization
Ask students to volunteer examples here.

29. 2. Accommodation Plus Minus Curtails conflict situation
Enhances ego of the other
Minus
Sometimes establishes a precedence
Does not fully engage participants
Ask students to volunteer examples here.

30. 3. Compromise Plus Minus Shows good will Establishes friendship
No one gets what they want
May feel like a dead end
Ask students to volunteer examples here.

31. 4. Collaboration Plus Minus Everyone “wins” Creates good feelings
Hard to achieve since no one knows how
Often confusing since players can “win” something they didn’t know they wanted
Ask students to volunteer examples here.

32. What This Means
Managing conflict means you need to develop several styles and decide which is valuable at any given point of conflict
As your examples show, the way you handle conflict now varies according to whether you are dealing with someone with whom you have a long or short term relationships, what you are trying to accomplish, and whether you feel the core of the conflict is worthy of your time and attention.
I would argue that while most of us know and can use multiple styles, most also tend to use only one. Consistent with the “Both/and” approach to globalization that we are studying in this course, it probably makes sense for you to learn and practice a variety of different conflict management styles. I hope this review might help you to do that.

33. Tips for Managing Workplace Conflict
Build good relationships before conflict occurs
Do not let small problems escalate; deal with them as they arise
Respect differences
Listen to others’ perspectives on the conflict situation
Acknowledge feelings before focussing on facts
Focus on solving problems, not changing people
If you can’t resolve the problem, turn to someone who can help
Remember to adapt your style to the situation and persons involved
Adapted from Dispute Resolution Center of Snohomish and Island Counties (2004) Lomard Ave, Everett, WA ;

34. Negotiation Appointed representatives of conflicted groups meet
in order to resolve their differences with view to reach an agreement.
It is a deliberate process
conducted by representatives of groups, designed to reconcile differences and to reach agreements by consensus.
The outcome dependents
on the power relationship between the groups.
Negotiations needs
compromise - one group may win one of their demands and give in on another.

35. Negotiation - the next steps
Two groups only
Mediation
Two groups with a mediator
Arbitration
Two groups with a judge / arbitrator

36. Negotiation What is negotiation? Purpose ?
Principles of successful negotiation
Conduction of negotiation

37. What is Negotiation?
Negotiation is communication with the aim of reaching an agreement
Negotiation is not a surrender
Negotiation describes a process not an outcome

38. Objectives of Negotiation
To change behavior
End of conflicts, disputes and establish peace and harmony
Positive environment
End to destruction for work processes

39. Purpose of Negotiation
Prevent or manage violence / conflicts by agreeing to behavior
Improve freedom of communication
Improve relationship with parties & authorities
Resolve disputes with or between parties

40. Principles of Negotiation
1.Knowing what you have to do !
Objectives of negotiations
Policies
Instructions
2.Knowing what they want to do !
Their objectives
Previous statements
3.Knowing their values and culture !
Improve of your credibility

41. Key to Success Negotiations
Alert & focused
Use Basic Communication skills
Patience, Patience, Patience……..

42. Basic communication Skills
Use neutral words
So the way you see it…is
’How would that work…if
Paraphrasing
Listening and restating in your own words “So, what you are saying is…, in other words …..

43. Basic communication Skills
Reframing
Shifting the focus from positions to interests
Encouraging flexibility expressing something in a different way. “In other words, what you want is…”
Acceptable Tone
Authoritative
Impartial
Non aggressive

44. Basic Communication Skills
5. Active Listening
Listening actively even if you do not agree
Be alert and focused
Do not speak to your colleagues when the other person is speaking
6. Communicating openness
Being open to hearing the perceptions and needs of others “How would that work if…”

45. Basic Communication Skills
7. Non-verbal communication
Eye contact
Paying attention
Nodding
Non-verbal communication is culture specific
Posture
Breathing
Presentation

46. Conducting Negotiations
Stage 1: Introduction (start)
Stage 2: Substance (discussion)
Stage 3: Conclusion (end)

47. I. Introduction (The Start)
Opening statement and welcome
Follow custom and protocol
Introduction
Agree on Rules
Agree on what you are going to discuss
Possible goal

48. II. The Discussion Give equal prominence and time for both parties
Keep them on track
Breaks
Reduce number of options
Agreement
Consider implementation & monitoring

49. III: Conclusion Summarize & next steps Adoption/signing of agreement
Next meeting
Reporting
Immediate report

50. Thank You ! V 07 Conflict Resolution - Funny Video.flv