1. Module 4 :Session 4 Conflict management Developed by Dr J Moorman

2. Common sources of conflict Competition for scarce resources Different values and interests of people Antagonistic roles of different people Acquisition of power Communication breakdown Introducing change

3. Types of conflict Individual conflict (personal problems) Organisational - Intra-individual – within an individual - Inter-individual – between two individuals

4. DCST – Persons in the middle Faced with expectations from above Faced with expectations at own level Faced with expectations from below ROLE CONFLICT

5. Definition of Role The term “role” is used to represent behavior of an occupant of a given position How individuals in a specific role behave depends on How they feel they should behave How they believe other people should respond to their actions

6. Role Conflict Role conflict is a type of social conflict caused from an individual being expected to take on separate and incompatible roles. Breakdown in standard mechanisms of decision making

7. Types of Role Conflict

8. Role Ambiguity This happens when a person is not clearly aware of the rights and duties associated with his/her role or has not properly learnt the patterned sequence of activities that relate to his/her rights and duties. Role ambiguity can arise about the following aspects:  The scope of one’s responsibilities  The limits of authority  The rules, sanctions and its application  The legitimate vs. the illegitimate aspects of authority behavior

9. Role Overload Having too much work to do in the time available

10. Inter-sender role conflict Arises as the result of the expectations of one “role sender” conflicting with the expectations of another “role sender.” Basically conflicting expectations

11. Intra-sender role conflict When a person is not capable – or resources and time are not sufficient – to do a job.

12. Person role conflict Role incompatible with value system

13. Inter-role conflict Someone has multiple and divergent roles. The expectations attached to one role conflict with the expectations of the same individual in another role

14. Conflict is destructive when it… Diverts attention from important activities Undermines morale Reduces Co-operation Leads to irresponsible behaviour

15. And it can be constructive when…. It results in clarification and solution to problems Helps relieve anxiety and stress Improves communication, co-operation and understanding

16. Inter-individual conflict usually due to The heterogeneity of personnel Differences in values, expectation, attitudes, interests All this creates fertile ground for conflict

17. How to avoid and resolve conflict

18. How to resolve conflict  Many ways of resolving conflict  Method you use depends on the cause of the conflict

19. Solving conflict Step by step process 1.Define the problem or issue to be addressed 2.Analyse the issues and generate alternative courses of action 3.Evaluate the alternatives and select the best course of action 4.Implement the decision 5.Monitor the result and evaluate the impact

20. How to resolve conflict 1.Avoid the conflict 2.Wait (it might go away) 3.Accept - conform to conflict expectation 4.Compromise – bargaining and splitting the difference 5.Use of authority – legitimate power used to bring about compliance 6.Independent action – third party intervention – third party used as a mediator

21. Avoiding conflict Be calm Respect Be magnanimous Discuss / debate Be rationale Acknowledge emotions Be precise Be aware of displacement Think creatively Use the right words Change the environment Be honest Get ego out of your management style

22. Negotiation Process by which you try to reach agreement, Bargaining – parties have different preferences. Win / win or win / lose strategy

23. Negotiation Win-lose Defines conflict as a win lose strategy Pursue own outcomes Force the other group into submission Communicate high rigidity to communicate own position Threaten Use inaccurate and misleading communication Win-win Defines conflict as a mutual problem solving situation Pursue joint outcome Find creative solution to satisfy both groups Use open and honest communication Communicate the flexibility of your position

24. Factors influencing choice of action Legitimacy Compromise if expectations of both parties are perceived to be legitimate If both expectations are not perceived to be legitimate - avoidance

25. Factors influencing choice of action Sanction For example, if both A and B have strong negative sanctions, you will need to compromise. Workers will follow their own inclinations if both managers have weak sanctions

26. Factors influencing choice of action Power If manager A has more power than manager B = conform to A Compromise if both have power If neither have power – independent action