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MANAGING CONFLICT (Discussion Note) 2018 BKB/NASC/2018.

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Presentation on theme: "MANAGING CONFLICT (Discussion Note) 2018 BKB/NASC/2018."— Presentation transcript:

1 MANAGING CONFLICT (Discussion Note) 2018 BKB/NASC/2018

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

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

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

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

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

7 Functional vs Dysfunctional Conflict
WHEN CONFLICT SUPPORTS GOALS OF GROUP & IMPROVES ITS PERFORMANCE BKB/NASC/2018

8 Functional vs Dysfunctional Conflict Contd….
WHEN CONFLICT HINDERS GROUP PERFORMANCE & CAN BE OF THREE TYPES TASK CONFLICT- OVER CONTENT & GOALS OF WORK RELATIONSHIP CONFLICT PROCESS CONFLICT -OVER HOW WORK GETS DONE BKB/NASC/2018

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

10 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/2018

11 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/2018

12 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/2018

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

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

15 Stage V: OUTCOMES FUNCTIONAL OUTCOMES
IMPROVES QUALITY OF DECISIONS, STIMULATES CREATIVITY & INNOVATION, ENCOURAGES INTEREST & CURIOSITY, OPEN COMMUNICATION, TRANSPARENCY, FOSTERS ENVIRONMENT OF SELF EVALUATION & CHANGE. BKB/NASC/2018

16 OUTCOMES Contd…. DYSFUNCTIONAL OUTCOMES
DISSOLVE COMMON TIES, DISCONTENT , DESTRUCTION OF GROUP. BKB/NASC/2018

17 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/2018

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

19 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/Negotiation/Bargaining 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/2018

20 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/2018

21 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/2018

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

23 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/2018

24 Thanks and Good day BKB/NASC/9851156111/binod. bista@nasc. org
Thanks and Good day BKB/NASC/2018


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