1. Managing Conflicts Khum Raj Punjali Anita Poudel
Nepal Administrative Staff College, ACMD 2018

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

3. Current Context of Bureaucracy
Adjustment / reconciliation of existing Structure
Changing Environment
Legal basis for running the governments not complete
Redeployment Challenge of Public Officials
Capacity Gap in Local Government
Politicization/ Media Chase
etc...
Legal basis for running the governments have not yet been issued (including Act, Regulations, guidelines)

5. Conflict
What comes to your mind when you think of Conflict?

6. 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

7. 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;

8. 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.

9. 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.

10. Conflict: Functional Vs Dysfunctional

11. Case #1
Ram gets promotion and is noticed by senior management. He is also given opportunity for external trainings. He performs good in his given task. However, some of the colleagues believe that he is favored because he is near and dear to the senior management.

12. Case #2
There is a new system "PBIS" implemented in the organization. Based on the criteria, Administrative cadre receives less than Training cadre. Administrative cadre is furious with this system. Senior management has called a meeting to discuss on the issue.

13. Conflict: Nature/ Types
Intrapersonal
Interpersonal
Intragroup
Intergroup
Inter organizational

14. Conflict: Types Mapping
Definitions
Examples used to measure/ assess
Relationship Conflict
Disagreements based on personal/ Social issues
How often do people get angry in your team?
How much relationship tension is there in your team?
Task Conflict
Disagreement about the work being done
To what extent are there differences of opinion in your team?
How much conflict is there about the work you do in your team?
How often do people in your team disagree about opinions regarding the work to be done?
How frequently are there conflicts about ideas in your team?

15. Conflict: Types Mapping
Definition
Examples used to measure/ assess
Process Conflict
Centers on task strategy and delegation of duties and resources
How often do members of your team disagree about who should do what?
How frequently do members of your team disagree about the way to complete a team task?
How much disagreement about the delegation of tasks exists within your team?

16. Understanding Sharing
Mostly observed conflict types in your group work

17. Conflict Process

18. Sources of Conflict Personal Variable External Factors
Communication Variable
Structure Variable
Leadership Factor

19. A Study on Workplace Conflict at Nepalese Government Organizations
Research Findings
A Study on Workplace Conflict at Nepalese Government Organizations

20. Personal Variable
Higher number of class II officers rated factors like “overloaded with task not familiar with”, “ Feel prejudices and biases in important decisions” & “ innovative and creative ideas in office interactions not being encouraged” having effect in resulting conflict in workplace.

21. External Variable
Class II officers also rated high in external factors of “political influence in many important organizational decision making process”, “tussle between management and unions in major decisions” and “new by-laws, policies and procedures introduced in the organization”.

22. Structural Variable
Class II officers also rated high in all factors “unfair distribution of opportunity in terms of facilities, incentives, trainings”, “lack of enough resources to complete job responsibility” and “not having sufficient power to make decisions on my own” with less rating in “unclear jurisdiction (authority)”.

23. Leadership Variable
Class II officers also rated high in all factors “lack of guidance and motivation by supervisors in work”, “no proper mechanism to put forward grievances”, “Lack of fair and transparent performance appraisal system” and “no constructive feedback from supervisor” results conflict in workplace with less rating in “not given challenging task to help grow”“

24. Communication Variable
Class II officers rated communication factors like “no clear instructions from my superiors”, “lack of clarity in organizational by-laws, policies”, “No clear channel of communication for all kind of information” and “Informal channel of communication being more dominant than formal channel” having higher effect in resulting conflict in workplace with one more additional factor of “not aware about my performance expectations set by the organization” resulting conflict in workplace

25. Summary of the study Leadership Factor Structural External Factor
Communication
Personal Variable
Gazetted I Class officers
High Impact
low Impact
Low Impact
Gazetted II class officers
High
Impact
Some Impact
Gazetted III class officers

26. Ranking of the factors Leadership Structure External factors
Communication
Personal Variables
Source: Research Study

27. Stage II: Cognition & Personalization

28. 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.

29. 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

30. Stage IV: Behavior Conflict Management

31. Conflict Management: 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

32. Conflict Management Techniques
Conflict Resolution Techniques
Problem solving
Superordinate goals
Expansion of resources
Avoidance
Smoothing
Compromise
Authoritative command
Altering the human variable
Altering the structural variables
Conflict Stimulation Techniques
Bringing in outsiders
Communication
Restructuring the organization
Appointing a devil’s advocate
There are a number of techniques available to help work through conflict. Some ideas include problem solving, creating a shared goal, and restructuring the organization. Each technique chosen needs to reflect the situation and the people involved in order to be an effective conflict resolution technique.

33. Stage V: Outcomes Positive Outcomes:
Internal problems, which were not surfaced, now can be solved,
Peoples' opinion can be considered,
Produces better ideas and forces to search for new ways of working,,
Organization feels challenged and gets opportunity to prove its ability,
Provides opportunities for creativity and innovation,
Helps to achieve organization goal.

34. Outcomes Negative Outcomes: Develops suspicion and distrust,
Reduces communication with each other,
Ends the relationship or damages it,
Deteriorates employees' morale,
Some feel unheard or neglected,
Some people think of taking transfer,
Finally, goal of the organization can not be achieved.

35. 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

36. 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....

37. Listening is the Key

38. Closing Note Conflict is inevitable phenomenon yet complex
Human and non human factors are responsible for conflict
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

39. Thank You