1. Interpersonal Conflict Analysis and Resolution  Arumit Kayastha  Saurav Raj  Shashank Trivedi  Gokul Raj

2. Introduction An expressed struggle between at least two interdependent parties who perceive: Incompatible goals Scarce resources Interference from the other party in achieving their goals.

3. Interpersonal Conflict Interpersonal Conflict Conflict between two or more people. Individual differences create interpersonal conflicts. Wide differences are noticed between people in terms of personalities, values and attitudes.

4. Sources of interpersonal conflicts: Personal differences Because of different background, education, experience and values. Information deficiency Due to communication break down.

5. Role incompatibility In interfunctional organizations, due to interdependency of various functions and tasks given to different persons. Environmental Stress Caused by scarce or shrinking resources, downsizing, competitive pressures and high degrees of uncertainty.

6. Analysis: Confrontation analysis is done through the response categories of: Forcing Avoiding Accommodating Compromising Collaborating

9. Johari Window Based on four types of interactive forms of interpersonal behaviour. The term ‘Self’ refers to ‘Me’ and ‘Others’ to ‘You’.

10. Open Self: In this form of interactive cell, the person knows both about oneself and other. Hidden Self: This is the situation in which person knows about oneself but does not know about the other one. Blind Self: This situation is opposite of hidden self. Person knows about other person but does not know about himself or herself. Undiscovered Self: In this situation, the person neither knows himself or herself nor the other person.

11. Strategies for interpersonal conflict resolutions Lose-lose Win-lose Win-win WIN-LOSE WIN-WIN LOSE-LOSE

12. LOSE-LOSE In a lose-lose approach to conflict resolution, both parties lose. Less desirable strategy. It has been pointed out that this approach can take several forms: Compromise Pay-Off Arbitrator Bureaucratic Rules Less desirable strategy.

13. WIN-LOSE One party marshal its forces to win and the other loses. There is a clear we-they distinction between the parties. The emphasis is on solutions rather than on the attainment of goals, values, or objectives. The parties take a short-run view of the issues.

14. WIN-WIN Needs of both parties are met and both win. Energies and creativity are aimed at solving the problems rather than beating the other party. Associated with better judgments, favourable organization experience and more favourable bargains.

15. Personal styles for conflict management Avoidance Accommodation Domination Compromise Integration

16. Avoidance Avoidance is a deliberate decision to sidestep a conflictful issue, postpone or withdraw from a conflict situation. In certain situations, it may be appropriate to avoid a conflict. Avoidance conflict can be very functional when the issue involved in the conflict is trivial.

17. Accommodation In this style, one party is willing to self-sacrifice in the interest of the other party. Over-reliance on accommodation is dangerous. May lead to frustration and in turn loss of self-esteem.

18. Domination This style is characterized by high assertion and low co-operation. One tries to meet one’s goals at the cost of other party’s expense. May cause reluctance in admitting even in false decisions. He may find himself surrounded by people who are afraid to disagree with him.

19. Compromise It is intermediate on both the assertiveness and co-operativeness. Each party is willing to give up something to reach a solution to the conflict. “Give and take” policy dominates the behaviour of the conflicting parties. Compromising becomes an effective style when efforts toward collaboration have failed.

20. Integration This style is marked by both high assertiveness and cooperativeness. It attempts to satisfy the needs of both the parties. It is based on “win-win” style thus results in emergence of a creative solution of the joint efforts of both the parties.

21. Guidelines to be followed Model the attitude. Identify the sources of conflict. Focus on task not on personalities. Address conflict in timely way. Learn from conflict. Avoid fight or flight response. Be cool and analyze the situation.

22. Bibliography Organizational Behaviour J W Newstrom Organizational Behaviour Fred Luthans http://www.introtoob.com/textbook/intro toob/chapter7/ http://www.introtoob.com/textbook/intro toob/chapter7/ http://www.theglobeandmail.com/