1. CONFLICT PROCESS & CONFLICT HANDLING

2. WHAT IS CONFLICT? Conflict is a disagreement through which the parties involved perceive a threat to their needs, interests or concerns. Substantive Conflict Emotional Conflict

3. IMPORTANT FACTORS IN CONFLICT Disagreement Parties involved Perceived Threat Perceived Threat Needs, interests, concern Needs, interests, concern

4. CONFLICT MUST BE PERCEIVED TO EXIST ! Objective Condition ConflictNo Conflict Perceived Conflict Conflict Open ConflictFalse Conflict No Conflict Latent ConflictNo Conflict

5. PERCEPTUAL FILTERS Culture, race & ethnicity Gender&Sexuality Knowledge (General & Situational) Impression of the messenger Previous experiences

6. DIFFERENT VIEWS OF CONFLICT Traditional View Human Relations View Interactionist View Functional Conflict Dysfunctional Conflict

7. DYSFUNCTIONAL CONFLICT Task Conflict ; relates to the content and goals of the work Relationship Conflict ; focuses on interpersonal relationship. Process Conflict ; relates to how the work gets done.

8. CONFLICT&UNIT PERFORMANCE

9. INTERNAL: The conflict a person has with themselves. PERSONAL: This is between the person and his closest people.. SOCIAL: Social Conflict is between the doctor and his patient. FORMS OF CONFLICT

10. Sources of Conflict Economic conflict involves competing motives to attain scarce resources. Value conflict involves incompatibility in ways of life, ideologies – the preferences. Power conflict occurs when each party wishes to maintain or maximize the amount of influence.

11. FORMS OF CONFLICT IN THE ORGANİZATION Individual Conflict Interpersonal Conflict Intergroup Organisational Conflicts

12. Threats to status: Lack of trust: Status or the social rank of a person in a group, is very important to many individuals. Every continuing relationship requires some degree of trust—the capacity to depend on each other’s word and actions. Personality Clashes Not everyone feels, thinks or acts alike. Sources of Interpersonal Conflict

13. Ambiguity Intergroup differences Conflict can also arise where there is ambiguity regarding Within an organisation there are set resources that departments must compete for to initiate Interdependencies and shared resources Departments who are in competition for these scarce resources may come into conflict more Sources of Intergroup Conflict

14. Levels of Conflict LEVEL1: LEVEL2: LEVEL3: LEVEL4: LEVEL5: Problem to Solve Disagreement Contest Fight / Flight Intractable

15. The Conflict Process

16. Stage 1 –Potential Opposition Factors are present that can lead to conflict –Communication –Structure –Personal variables The Conflict Process

17. Stage 2 –Cognition and Personalization Awareness of conditions in stage 1 The conditions cause some sort of frustration

18. STAGE III: INTENTIONS Assertive Competing Collaborating Compromising Avoiding Accommodating Unassertive UncooperativeCooperative

19. STAGE IV: BEHAVIOR Verbal,written, even physical attacks

20. STAGE V: OUTCOMES The Effects on Relationships Within groups Increased group cohesiveness Emphasis on loyalty Rise in autocratic leadership Focus on activity

21. STAGE V: OUTCOMES Between groups “we-they” attitudes Distorted perceptions Decreased communication

22. CONFLICT MANAGEMENT Conflict Resolution Conflict Stimulation

23. CONFLICT MANAGEMENT Resolving Conflict Develop superordinate goals Expanding the supply of critical resources Clarify existing relationships Modify existing relationships Decoupling Mechanisms Slack resources Self-contained task

24. CONFLICT MANAGEMENT Resolving Conflict Power Challenger disaster

25. CONFLICT MANAGEMENT Conflict Stimulation Bringing outside individuals into the group Altering the organization’s structure Stimulating competiton Programmed conflict Devil’s advocacy

26. Prepared by:  Tuğba Demirtaş  Levent Doğancı  Duygu Özdemir Thank You...