1. CONFLICT MANAGEMENT

2. What is conflict A STATE OF COLLISION OR DISAGREEMENT
WITHIN INDIVIDUAL
BETWEEN INDIVIDUALS
BETWEEN GROUPS

3. NATURE IS INEVITABLE ARISES FROM MANY CAUSES
CONTRIBUTES AND DETRACTS ORGANISATINAL PERFORMANCE

4. CAUSES/ SOURCES ORGANISATIONAL CHANGE DIFFERENT SET OF VALUES
THREAT TO STATUS
CONTARSTING PERCEPTION
LACK OF TRUST
PERSONALITY CLASHES
INTERDEPENDENCE

5. FUNCTIONALITY VS DISFUNCTIONALITY
high
organisational Performance
low
high
level of conflict

6. Conflict escalation and de-escalation

8. PROCESS OF CONFLICT Potential Behaviour Opposition Outcome Cognition
& Personalisation
Behaviour
Outcome

9. Levels of Conflict 1- INTRA INDIVIDUAL Barrier Need Drive Goal Defence
Mechanism

10. 1- INTRA INDIVIDUAL CONFLICT
GOAL CONFLICT
(i) Approach –Approach
(ii) Approach – Avoidance
(iii) Avoidance – Avoidance
(B) ROLE CONFLICT

11. 2- Interpersonal Conflict
3- Intra Group Conflict
4- Inter Group conflict

15. Unitary and pluralistic frames of reference
One set of values, beliefs, commitments
Shared understanding & commitment to objectives
One source of leadership
Team members - All pulling in the same direction
Potential for harmony is assumed provided leader communicates well
Disagreements è the result of misunderstanding
Dissidents – the "rabble" hypothesis

16. Unitary and pluralistic frames of reference
Multiple values, beliefs, commitments and objectives
Diverse perceptions and understandings
Competing sources of leadership and loyalty
Individuals & members of separate groups
Pulling in different directions – all in same boat but……
Potential for disagreement + conflict is inherent.
Natural distrust in management authority
Right to challenge decisions and share power
Representative participation > dissidents

17. Alternative Dispute Resolution (ADR) Techniques
Facilitation: Third party gets disputants to deal directly and constructively with each other.
Conciliation: Neutral third party acts as communication link between disputants.
Peer review: Impartial co-workers hear both sides and render decision that may or may not be binding.
Ombudsman: Respected and trusted member of the organization hears grievances confidentially.
Mediation: Trained third-party guides disputants toward their own solution.
Arbitration: Neutral third-party hears both sides in a court-like setting and renders a binding decision.

18. Bargaining
Distributive bargaining
Negotiations. Fixed sum is divided up. Win-lose
Integrative bargaining
Problem-solving negotiation - seek to increase the total cake. Create win- win situation both parties

19. Desired Outcomes of Conflict
Agreement: Strive for equitable and fair agreements that last.
Stronger relationships: Build bridges of goodwill and trust for the future.
Learning: Greater self-awareness and creative problem solving.

20. CONFLICT MANAGEMENT STYLES

23. Skills and Best Practices: How to Build Cross-Cultural Relationships
Behavior Rank
Be a good listener
Be sensitive to the needs of others
Be cooperative, rather than overly competitive
Advocate inclusive (participative) leadership
Compromise rather than dominate
Build rapport through conversations
Be compassionate and understanding
Avoid conflict by emphasizing harmony
Nurture others (develop and mentor)
Tie

24. Communication Processes to Cope with Diverse Conflict Styles
Listening actively
Noticing nonverbal signals
Imagining with empathy: Empathy is the ability to “put oneself in other people's shoes.”
Choose words and manner carefully
Using "I-messages"
Respecting others: No ad-hominem arguments Ad-hominem (“against the person” in Latin)

25. Four steps for resolving conflict: Principled negotiation
(adapted from Fisher & Ury, Getting to YES, 1983).
It encourages people to express their needs in an ethical, calm manner.
Differentiate between the problem and the people involved
Focus on interests, not positions
Invent options for mutual gain
Apply objective criteria

26. Early signs of workplace conflict
gossip
avoidance
resistance
exclusion
absenteeism
mood change
silences, or a drop in the amount of communication
inappropriate communication
negative body language
continual complaining or arguments
change in work and decision-making styles
change in social patterns

27. Factors Influencing Conflict Orientation
• Assertiveness: making one’s goals visible to others involved
in the conflict
• Cooperativeness: acknowledging the goals of others
• Disclosure: the amount of information one is willing to share
• Flexibility: the amount of movement one is able to make to
resolve the conflict
• Participation: the amount of activity required to engage in the conflict

28. There are always emotions involved in conflict and these build in intensity and complexity the longer a conflict remains unresolved. Fisher and Shapiro (2005)2 identify five "core concerns" that reflect people's emotional needs. They are:
Appreciation Are my thoughts, feelings, and actions being devalued, or are they acknowledged as having merit?
Autonomy Is my freedom to make decisions being impinged upon, or is it being respected?
Affiliation Am I being treated as an adversary and kept at a distance, or am I being treated as a colleague?
Status Am I being treated as inferior to others, or am I given full recognition where deserved?
Role Are the many roles we play meaningless, or are they personally fulfilling?

29. Behavior Yes No Do I listen carefully without interrupting?
Do I show concern and encourage the parties to resolve the conflict?
Do I express empathy?
Do I ask open-ended questions
Have I acknowledged and validated each person's position/feelings?
Have I allowed sufficient time for each person to have their say?
Do I make sure i have heard the entire message before reacting?
Have I summarized each party's position?
Am I displaying impatience or defensiveness?
Have I dismissed the importance of the issue?
Am I judging the parties involved?
Do I deny the feelings of those involved in the conflict?
Do I argue or disagree with the feelings expressed by the parties involved?
Have I tried to solve the problem too quickly?
Have I assumed responsibility for fixing the problem rather than empowering those involved to generate their own solutions?
Have I approached the concerns objectively by looking at the problem not the person?
Do I show a genuine desire to understand the other person's point of view?
If the conversation gets heated, do I reschedule another time to talk?
Have I sought advice and assistance in dealing with the conflict?

30. When to seek additional assistance
Nature of Conflict Yes No
Does the conflict involve a clear breach of policy eg: allegations of unlawful discrimination, sexual harassment, bullying, racial or religious vilification or victimization, conflict of interest?
Have I been unsuccessful in managing the conflict locally?
Do I have the skills to manage the conflict locally?
Is the conflict likely to escalate?
Is the situation having a measureable and increasing impact on work performance, productivity and interpersonal relations in the workplace?
Has there been an absence from work due to the conflict or could the conflict result in a Work Cover claim?
Is the conflict highly complex and/or involve a group of people?

31. Models of conflict resolution
Professional model
The professional model recognizes the expertise of professionals and defers the resolution of disputes to those individuals specifically trained within the profession.
Bureaucratic model
Employees of state and federal agencies that manage these programs have significant involvement in the development of eligibility standards, the specification of allowable services and the determination of the allowable provision or limitations upon appropriate services
Legal Model
Developed by Neal and Kirp (1985, pp ) . The legal model focuses on the “individual as the bearer of rights...(who can) best safeguard their own interests” and “the use of legal concepts and courtlike procedures to enforce and protect rights.”