1. Nepal Administrative Staff College
conflict management
(Discussion Note)
Binod Kumar Bista
Nepal Administrative Staff College
NASC 6 March, 2018

2. DEFINITION OF CONFLICT
Negative ?
Harmful ?
BKB/NASC/ACMD/2018

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

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

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

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

7. Types of conflict 1.Personal or individual conflict
2. Interpersonal conflict
3. Organizational conflict/Inter-group conflict
4. Inter organisational conflict
BKB/NASC/ACMD/2018

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

9. 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/ACMD/2018

10. Conditions …. Different work method Different Goal
Different Viewpoints or Perspectives-about
particular subject
Expectation-unclear
BKB/NASC/ACMD/2018

11. Conditions….
Values-one’s belief systems, ideas of right versus wrong, etc.
Communications- poor or inadequate
Data-lack of information, too much information
Interests-each party’s wants, needs, desires, fears, or concerns.
BKB/NASC/ACMD/2018

12. Conditions….
Structure-limitations on resources like time and money, organizational structure, authority issues, unequal distribution of resources.
BKB/NASC/ACMD/2018

13. 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/ACMD/2018

14. 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/ACMD/2018

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

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

17. Symptoms of conflict Anger Anxiety Non-supportive Passive Aggressive
Absenteeism
Complaining
Use of unsocial words
Violent behaviour
BKB/NASC/ACMD/2018

18. Stage V: OUTCOMES FUNCTIONAL OUTCOMES Unsolved problems can be solved,
Peoples' opinion can be considered,
Produces better ideas and forces people to search for new ways of working,
People feel challenged and they get opportunity to prove their ability,
Provides opportunities for creativity and innovation,
Helps to achieve organization goal.
BKB/NASC/ACMD/2018

19. OUTCOMES Contd…. DYSFUNCTIONAL OUTCOMES
Develops suspicion and distrust,
Reduces communication with each other,
Ends the relationship or damages it,
Deteriorates employees' morale,
Some feel unheard or neglected,
Develops unnecessary argument,
Some people think of quitting the job,
Finally, goal of the organization can not be achieved.
BKB/NASC/ACMD/2018

20. 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/ACMD/2018

21. CONFLICT MANAGEMENT
USE OF RESOLUTION , PREVENTION AND STIMULATION TECHNIQUES TO ACHIEVE THE DESIRED LEVEL OF CONFLICT
BKB/NASC/ACMD/2018

22. 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
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/ACMD/2018

23. 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/ACMD/2018

24. 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/ACMD/2018

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

26. 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/ACMD/2018

27. Conflict in Nepalese organizations
There are conflicts depending upon the nature of organizations,
System is more controlling than facilitating,
Trade unions and political parties are influential factors,
No culture of calculating cost of conflict,
Basically system is authoritarian,
BKB/NASC/ACMD/2018

28. Conflict.. There are conflicts mainly in:
Personal level
Inter-organizational level
There are conflicts between administrators and politicians
Conflicts between administrators and people also are there
Conflicts are on distribution of resources
BKB/NASC/ACMD/2018

29. Conflict..
Role ambiguity persists because of absence of proper job description
Conflicts on career development
Conflict on the distribution of opportunity
Personal problem especially financial also creates conflict
Nepotism and favoritism biasness also persist.
BKB/NASC/ACMD/2018

30. Approaches to minimize conflict in Nepalese organizations
Psychological discrimination between higher and lower level should be abolished
Clear Job description
Equitable distribution of all opportunities
Abolish duplication of jurisdiction
Establish the roles of Politicians and bureaucrats and implement practically
BKB/NASC/ACMD/2018

31. Approaches.. Make communication system effective and trustworthy
Regular interaction between employee and costumers
Establish permanent mechanism to address grievances
Carryout the study on the status and ways for managing of conflicts
BKB/NASC/ACMD/2018

32. Approaches.. Implement participative decision making system
Conduct regular staff meeting
Establish Fair reward and punishment system
Promote inclusive system of governance
Implement capacity enhancement program in a regular and fair manner
Ensure predictability of career development.
BKB/NASC/ACMD/2018

33. Conclusion
Dealing with conflict may be the most important function that a manager must learn to handle.  As effective conflict management is the quality of a good leadership.
Conflict management is in today’s organisations becoming the most critical and time-consuming aspect of management.
BKB/NASC/ACMD/2018

34. Conclusion
With the right understanding and the right decisions, managers can channel all conflict in the organizations into constructive conflict and thus can create value out of it.
BKB/NASC/ACMD/2018

35. Thank You for Your Active Participation BKB/NASC/9851156111/binod
Thank You for Your Active Participation BKB/NASC/ /binod.
Thank you.
BKB/NASC/ACMD/2018