1. Conflict Management
Khum Raj Punjali / Ashish Rai

2. Definition of conflict
Negative ???
Harmful ???

3. Session Coverage Understanding conflict Conflicting Situations
Conflict Management: What? Why and, How?
Conclusion

5. Forethought
A good manager does not want to eliminate conflict. He tries to keep it from wasting the energies of his people. If you are the boss and your people fight openly when they think that you are wrong- that’s healthy.
- Robert Townsend

6. True or False Conflict left alone will take care of itself.
Confronting an issue or a person is always unpleasant.
Conflict within an organization is a sign of poor leadership.
It takes two people communicating effectively to change the direction of a conflict.
Contd…

7. True or False Conflict can be constructive.
How we respond to others and situations is based on the attitude we take.
Anger is always negative and destructive.
Communication is 50% verbal and 50% nonverbal.

8. True or False
Conflict is resolved once the goal switches from solving concrete problems to proving you are right and another person is wrong.
Communication and emotion are two key elements of any conflict.
Conflict is best dealt with in the early stages when the fewest number of people are involved.
In times of conflict it is important to speak loudly and with authority in order to make a point.

9. Data says…
It is estimated that 30% of a manager’s time is spent dealing with conflict
Corporate executives are involved in litigation related activity 20% of their time.
Conflicts contributes most adversely to organizational productivity.
- HBR, September 1994

10. Four Basic Psychological Needs:
To be valued and treated as an individual
To be in control
To have strong self-esteem
To be consistent
We all have these basic needs
I want to be valued for who I am and what I have to offer
I like to be in control of my circumstances (true for some of us more than others!)
I like to feel good about myself and my abilities.
I want to be treated fairly and consistently.

11. TRADITIONAL Views on Conflict
seen as dysfunctional outcome resulting from poor communication, lack of openness & trust between people, failure of managers to be responsive to needs & aspirations of employees.

12. Views on Conflict Contd….
HUMANISTIC
Seen as natural & inevitable outcome in any group.

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

14. PROCESS in which Perception of one party being negatively affected…
On an issue of importance to the perceiver

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

16. 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.}

17. 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.}

18. Thomas, K.W. & Kilman, R.H. Thomas-Kilman Conflict Mode Instrument

19. 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.

20. Collaborating Competing Compromising Avoiding Accommodating
Cooperativeness
Assertiveness
Accommodating
Avoiding
Competing
Collaborating
Compromising

21. Stage IV: BEHAVIOUR Minor Disagreement or misunderstanding
Overt questioning or challenging of others
Assertive verbal attacks
Threats & ultimatums
Aggressive physical attacks
Overt efforts to destroy the other party

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

23. OUTCOMES Contd…. DYSFUNCTIONAL OUTCOMES
DISSOLVE COMMON TIES, DISCONTENT , DESTRUCTION OF GROUP.

24. CONFLICT MANAGEMENT
USE OF RESOLUTION , PREVENTION AND STIMULATION TECHNIQUES TO ACHIEVE THE DESIRED LEVEL OF CONFLICT

25. Why Conflict Management?
“An eye for an eye makes the whole world blind”
- Mahatma Gandhi 27

26. 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

27. WHEN TO USE DIFFERENT CONFLICT RESOLUTION APPROACHES
APPROACH WHEN
DOMINATING IMPORTANT ISSUES, SURE OF BEING RIGHT.
ACCOMMODATING 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

28. Conflict Prevention Techniques
Super ordinate goals
Reducing interdependence
Exchange of personnel
Liaison group or integrators
Appeal to higher authority.

29. 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

30. VIDEO:

31. To sum up Conflict is inevitable phenomenon
Human and non human factors are responsible for conflict
Functional conflict positively contribute to performance
Conflict handling intentions and conflict resolution/stimulation techniques need to be used appropriately

32. Thanks and Good day
KRP/AR/2018