1. CONFLICT

2. Is disagreement among parties.
CONFLICT
Is disagreement among parties.
It occurs when a person or a group believes its attempts to
achieve its goals are being blocked by another person or group.

3. effort is purposely made by A to offset the efforts
CONFLICT
Process in which an
effort is purposely made
by A to offset the efforts
of B by some form of blocking that will result in frustrating. B in attaining his or her goals or furthering his or her interests.

4. CONFLICT
Perceived incompatible differences resulting in some form of interference or opposition.
Whether the differences are real or not is irrelevant. If people in a group perceive that differences exist, then a conflict state exists.

5. Different Beliefs on Conflict
TRADITIONAL
All conflict must be avoided.
HUMAN RELATIONS
Natural and inevitable outcome in any group
INTERACTIONIST
Not only a positive force in a group but that it is absolutely necessary for a group to perform effectively.

6. Helps establish identity and independence
Functions of Conflict
Helps establish identity and independence
Intensity shows closeness and importance of relationships
Can build new relationships
Serves as safety valve to help sustain relationships

7. Helps parties assess each other’s power
Functions of Conflict
Helps parties assess each other’s power
Establishes and maintains group identities
Creates or modifies rules, norms, laws and institutions

8. Interpersonal Conflict
Conflict occurs between two or more people
Disagreements or incompatible interests over goals, policies, rules and decisions and incompatible behaviors that create anger, distrust, fear, rejection, or resentment

9. CONFLICT PROCESS Stage I Potential Opposition Stage II
Cognition & Personalization
Stage III
Behavior
Stage IV
Outcomes
Antecedent
Conditions:
Communication
Structure
Personal variables
Perceived
Conflict
Felt
Over-Conflict
Conflict-handling
Behaviors:
Competition
Collaboration
Compromise
Avoidance
Accommodation
Increased group performance
Decreased group performance

10. CONFLICT RESOLUTION CONFLICT STIMULATION
Occurs when a manager resolves a conflict that has become harmful or serious.
CONFLICT STIMULATION
Is the creation and stimulation of conflict, depending on the situation.

11. CONFLICT MANAGEMENT Use Resolution Under These Conditions
Use Stimulation Under These Conditions
Conflict has become disruptive.
Work groups are stagnant and comfortable with the status quo.
Too much time and effort are spent on conflict rather than on productive efforts.
Consensus among groups is too easily reached.
Groups are not creative or motivated to challenge traditional ideas.
Conflict focuses on internal goals of the group rather than on organizational goals.
Change within is needed to remain competitive.

12. CONFLICT MANAGEMENT STYLES
COLLABORATIVE
Willingness to identity the underlying causes of conflict, share information openly, and focus on both one’s own and other’s concerns by searching for mutual beneficial solutions.
“I try to get all viewpoints and results. Out in the open.”
“I try to deal with all concerns – theirs and mine”

13. CONFLICT MANAGEMENT STYLES
Collaborative is effective when:
Time limitations often constrain the direct sharing of feelings about issues involved in a conflict.
Group norms may support the view that employees should not express negative feelings toward others.
Traditional and out-of-date role expectations include the assumption that managers should command and firmly control subordinates. This top-down organizational norm sometimes makes use of the collaborative approach difficult for managers, even when it is their preferred style.

14. CONFLICT MANAGEMENT STYLES
AVOIDANCE
Withdrawing from conflict situations or remaining neutral.
“Perhaps the best way is to proceed as you think best.”

15. CONFLICT MANAGEMENT STYLES
Avoidance is used when:
The issue is minor or of only passing importance and thus not worth the person’s time or energy to confront the conflict;
There isn’t enough information for the individual to deal with the conflict effectively at that time;
The individual has so little power compared to the other person’s that there is little chance of bringing about change; and
Others can resolve the conflict more effectively

16. CONFLICT MANAGEMENT STYLES
SMOOTHING
Minimizing or suppressing real or perceived differences while focusing on the other’s views of the situation.
“If it make others happy, I won’t challenge their view”
“I don’t want to hurt the feelings of others when discussing problems”

17. CONFLICT MANAGEMENT STYLES
Smoothing style may be effective when:
Individuals are locked in a potentially explosive emotional conflict and smoothing is used to defuse the situation;
Keeping harmony and avoiding disruption are especially important in the short run; and
The conflict is based primarily on the personalities of the individuals and cannot be easily resolved.

18. CONFLICT MANAGEMENT STYLES
COMPROMISE
Willingness of all parties to concede some of their own views and focus on some of the other’s views to reach an agreement
“I let other people win something if they let me win something”

19. CONFLICT MANAGEMENT STYLES
Compromise is likely appropriate when:
Agreements enable each party to be better of, or at least not worse off, than if no agreement is reached;
Achieving a total win-win agreement isn’t possible because the parties can’t agree to all of the views of the other parties; and
Conflicting views (including opposing goals and interests) block agreement.

20. Conflict Management Style #1 THE TURTLE Key Characteristic: DENIAL
Key Response: AVOID
Key Aim: TO WEATHER
THE STORM
Favorite Statement: What conflict?

21. Conflict Management Style
#1 THE TURTLE 
Refuses to even consider the fact that
a conflict exists and would prefer that
others do the same. Because of this, he
refuses to dialogue and gather information
to fix it.
Key Strategies: Flee, avoid, deny, ignore,
withdraw, delay, hope & pray
Leadership Qualities: Passive & timid,
tends to spiritualize everything

22. Conflict Management Style #2 THE SHARK Key Characteristic: COMPETITION
Key Response: FORCE
Key Aim: TO WIN AT ALL COST
Favorite Statement: It’s my way or no way.

23. Conflict Management Style #2 THE SHARK
He is impatient with dialogue and information
gathering and would rather everyone just submits. 
Key Strategies: Compete, coerce, control, fight,
outwit, outdo
Leadership Qualities: Authoritarian, seeks to
maintain the status quo, feels threatened by any
act of defiance and so will quash it all the time

24. Key Characteristic: GIVE IN Key Response: ACCOMODATE
Conflict 
Management Style 
#3  THE TEDDY BEAR 
Key Characteristic: GIVE IN
Key Response: ACCOMODATE
Key Aim: TO KEEP THE PEACE
Favorite Statement: Whatever you say.

25. Interested in other’s approval and would
Conflict 
Management Style 
#3 THE TEDDY BEAR 
Interested in other’s approval and would
rather others insist on their way.
Key Strategies: Agree, give in, appease,
flatter
Leadership Qualities: Ineffective in any
group discussion because he doesn’t have
a solid opinion, could be easily swayed
either way

26. Conflict Management Style #4 THE FOX Key Characteristic: TOLERATE
Key Response: COMPROMISE
   
Key Aim: GIVE EACH ONE A
MEASURE OF VICTORY
Favorite Statement: Meet me half way.

27. Conflict Management Style #4 THE FOX
Tolerates the exchange of ideas but finds this
uncomfortable so he would rather bargain
quickly.
Key Strategies: Reduce the expectations
and Split the difference
Leadership Qualities: Good negotiator,
cautious but open, urges everyone to speak
out but not too much

28. Conflict Management Style #5 THE OWL Key Characteristic: COOPERATION
Key Response: DIALOGUE
Key Aim: COLLABORATION BETWEEN
ALL PARTIES
Favorite Statement: My preference is…
But what is yours?

29. Conflict Management Style #5 THE OWL
Focuses heavily on information gathering
and always prefers collaboration over
compromise.
Key Strategies: Gather information, dialogue
openly, explore alternatives
Leadership Qualities: Focuses on the process,
open to change &
growth

30. TEDDY BEAR: Lose-Win, Values SHARK: Win-Lose, Values goal over
relationships, Over goal 
SHARK: Win-Lose, Values goal over
relationships 
OWL: Win-Win, values both goal &
relationship 
TURTLE: Lose-Lose, Low concern for
either, goal or relationship 
FOX: Win some-Lose some, Values both
but is willing to sacrifice certain aspects
of either under certain circumstances 

31. Which “animals” do you have in your Leadership Team?
Turtle
Shark
Teddy Bear
Fox
Owl

32. GO TO THE ROOT! 
False Humility

33. Coping Tactics for Dealing with Difficult People
Hostile Aggressive
Stand up for yourself
Give them time to run down
Use self-assertive language
Avoid a direct confrontation
Complainers
Listen attentively
Acknowledge their feelings
Avoid complaining with them
State the facts without apology
Use a problem-solving mode

34. Coping Tactics for Dealing with Difficult People
CLAMS
Ask open-ended question
Be patient in waiting for a response
Ask more open-ended questions
If no response occurs, tell clams what you plan to do, because no discussion has taken place
SUPERAGREEABLES
In a non-threatening manner, work hard to find out why they will not take action
Let them know you value them as people
Be ready to compromise and negotiate, and do not allow them to make unrealistic commitments
Try to discern the hidden meaning in their humor

35. Coping Tactics for Dealing with Difficult People
NEGATIVISTS
Do not be dragged into their despair
Do not try to cajole them out of their negatism.
Discuss the problem thoroughly, without offering solutions
When alternatives are discussed, bring up the negative side yourself.
Be ready to take action alone, without their agreement

36. Coping Tactics for Dealing with Difficult People
KNOW-IT-ALLS
Bulldozers:
Prepare yourself
Listen and paraphrase their main points
Use the questioning form to raise problems
Balloons:
State facts or opinions as your own perceptions of reality
Find a way for balloons to save face
Confront balloons, alone, not in public

37. Coping Tactics for Dealing with Difficult People
INDECISIVE STALLERS
Raise the issue of why they are hesitant
If you are the problem, ask for help
Keep the action steps in your own hands
Possibly remove the staller from situation

38. 1. Stop comparing yourself with others
HOW TO AVOID CONFLICTS
1. Stop comparing yourself with others
- be yourself
- live your life
- do your best, and leave the rest to GOD
2. Stop criticizing others
- be humble – you don’t have to probe anything
- make others happy

39. 3. Put love in the little things
HOW TO AVOID CONFLICTS
3. Put love in the little things
- be considerate to all
- give small courtesies
- show interest in their interest
- show respect

40. SALAMAT PO

41. CONFLICT
 MANAGEMENT 

42. People are the most important Asset in any organization.
Why? Everything you will ever need
will come from GOD but will pass
through People.

43. MONEY & OTHER RESOURCES
WHAT GOOD THINGS COME
FROM PEOPLE?
IDEAS, PLANS & STRATEGIES
TIME & ENERGY
MONEY & OTHER RESOURCES

44. CRITICISM PASSIVE RESISTANCE ACTIVE OPPOSITION
WHAT BAD THINGS COME FROM PEOPLE?
CRITICISM
PASSIVE RESISTANCE
ACTIVE OPPOSITION

45. How do you maximize the good and
minimize the bad from People? 
It begins with the Leader’s Attitude
towards People.

46. Questions to ask yourself?
Do you see people primarily as Problems
or Opportunities?
Do you speak to people with Gentleness?
Do you treat people with Respect or
Condescension?

47. Key Thoughts on People Relations
Everyone is a potential Winner.
- Some are just disguised as Losers.
- Some are just slower than others.

48. Key Thoughts on People Relations
Every potential winner still needs you to
Guide them.
- They need modeling.
- They need mentoring.
- They need monitoring.

49. Key Thoughts on People Relations
Everyone wants to feel needed &
appreciated.
- People who feel good about themselves
produce good results.
- Discouraged people behave poorly &
produce bad results.

50. Key Thoughts on People Relations
No one likes to be publicly humiliated.
- Praise in public, but criticize in private.
- Catch people doing something right,
instead of something wrong.

51. Key Thoughts on People Relations
“The Best Minute I spend is the one
I invest in People.”  (Ken Blanchard)
Prioritize People-work over Paper-work.
In spite of your best efforts, problems
will still arise, and it usually comes in
the form of PEOPLE!
Your best asset is also your biggest
problem!

52. The harder it is to resolve it. The more difficult It is to go back
PROGRESSION 
CONCERN 
CONFLICT 
CRISIS 
CATASTROPHE 
RESOLVED! 
The Longer you wait,
The worse it gets. 
The harder it is to resolve it. 
The more difficult It is to go back
to what it was before.

53. Learning to Handle CONFLICT in Ministry
       
“Conflict is inevitable in any
setting with any relationship.” 
“Where two or three are gathered,
there will be conflict in their midst.”
(Unauthorized Paraphrase)