Location via proxy:   [ UP ]  
[Report a bug]   [Manage cookies]                
SlideShare a Scribd company logo

Conflict management

•Download as PPT, PDF•
•
Sanchita Singh
Sanchita Singh

The document provides an overview of conflict management training. It discusses the objectives of describing conflict, explaining the differences between disagreements and conflicts, listing symptoms of conflict, explaining five causes of conflict, discussing five conflict management styles, and discussing the conflict management process. It then outlines several activities to help explain these concepts, such as roleplaying examples of different causes of conflict and determining different conflict management styles.

Related slideshows

How to Handle Conflict at Workplace
How to Handle Conflict at WorkplaceHow to Handle Conflict at Workplace
How to Handle Conflict at Workplace
 
Conflict management
Conflict managementConflict management
Conflict management
 
Conflict management
Conflict managementConflict management
Conflict management
 
1 of 34
1Training Confidential. For Internal Use Only Conflict Management
2Training Confidential. For Internal Use Only Objectives: By the end of this training, you would be able to: • Describe the meaning of Conflict • Explain the difference between a disagreement and a conflict • List some common symptoms of conflict • Explain the five causes of Conflict • Discuss the FIVE Conflict Management Styles • Discuss the process of Conflict Management
3Training Confidential. For Internal Use Only 3 ACTIVITY – CONFLICT CLOSE UP
4Training Confidential. For Internal Use Only 4 ACTIVITY - INTERVIEW
5Training Confidential. For Internal Use Only When you hear the word....When you hear the word.... CONFLICT???CONFLICT??? What do you think???
6Training Confidential. For Internal Use Only What is a Conflict? A Conflict is a situation in which someone believes that his or her own needs have been denied. A Conflict is a predictable social phenomenon and should be channeled to useful purposes. The goal of an organization is not to eliminate conflict, but to use it.
7Training Confidential. For Internal Use Only DisagreementDisagreement is a difference of opinion. It is based uponis a difference of opinion. It is based upon one’s personal orientation system, including values, needs,one’s personal orientation system, including values, needs, interests, or intentions. Disagreement should be seen asinterests, or intentions. Disagreement should be seen as functional and/or positive. To disagree is natural.functional and/or positive. To disagree is natural. ConflictConflict is a strong disagreement or collision of values,is a strong disagreement or collision of values, needs, interests or intentions among individuals, groups,needs, interests or intentions among individuals, groups, organizations, communities, or nations. Conflict is differentorganizations, communities, or nations. Conflict is different than disagreement because of its negative effect (dislike of athan disagreement because of its negative effect (dislike of a person or organization).person or organization). DISAGREEMENT & CONFLICT
8Training Confidential. For Internal Use Only 8 ACTIVITY – POSITIVE SPIN
9Training Confidential. For Internal Use Only 9 ACTIVITY – YOU DON’T SAY
10Training Confidential. For Internal Use Only • Tension & Anger • No desire to communicate • Decreasing Productivity • Low Morale Can you think of some more…. What are the symptoms of Conflict?
11Training Confidential. For Internal Use Only • Divergent Goals • Perceptual Difference • Status Conflicts • Resistance to Change • Personality Clashes Causes of Conflict
12Training Confidential. For Internal Use Only 12 ACTIVITY – DIVERGENT GOALS ROLEPLAY
13Training Confidential. For Internal Use Only Conflict can result when you are trying to achieve one set of outcomes and another person wants something entirely different to happen. Divergent Goals
14Training Confidential. For Internal Use Only 14 ACTIVITY – PERCEPTUAL DIFFERENCE ROLEPLAY
15Training Confidential. For Internal Use Only You and another person may listen to the same words and hear them quite differently. Perceptual Difference
16Training Confidential. For Internal Use Only 16 ACTIVITY – STATUS CONFLICT ROLEPLAY
17Training Confidential. For Internal Use Only One person may resent another person’s authority or feel protective of his or her position. Another person may feel undervalued compared to the position he or she held in a previous organization or the previous disaster. Status Conflicts
18Training Confidential. For Internal Use Only 18 ACTIVITY – RESISTANCE TO CHANGE ROLEPLAY
19Training Confidential. For Internal Use Only You may encounter resistance if you ask someone to try new ways of working or thinking. Resistance to Change
20Training Confidential. For Internal Use Only 20 ACTIVITY – PERSONALITY CLASHES ROLEPLAY
21Training Confidential. For Internal Use Only People with different personalities may clash because they have different emotional needs. Personality Clashes
22Training Confidential. For Internal Use Only 22 ACTIVITY – ON THE RUN
23Training Confidential. For Internal Use Only The Five Conflict Management Styles • Accommodating • Avoiding • Collaborating • Competing • Compromising
24Training Confidential. For Internal Use Only Let’s watch a video!!
25Training Confidential. For Internal Use Only ACCOMMODATING This is when you cooperate to a high-degree, and it may be at your own expense, and actually work against your own goals, objectives, and desired outcomes. USES: • When you realize you are wrong or inexperienced • When the issue is much more important to the other person than to yourself • To build up social credits for later issues which are important to you • When continued competition would only damage your cause • When preserving harmony and avoiding disruption are especially important • To aid in the managerial development of subordinates by allowing them to experiment and learn from their own mistakes
26Training Confidential. For Internal Use Only AVOIDING This is when you simply avoid the issue. You aren’t helping the other party reach their goals, and you aren’t assertively pursuing your own. Sometimes issues will resolve themselves, but “hope is not a strategy”, and, in general, avoiding is not a good long term strategy. USES: • When an issue is trivial, and other more important issues are pressing • When you perceive no chance of satisfying your concerns • When the potential damage of confronting a conflict outweighs
27Training Confidential. For Internal Use Only COLLABORATING This is where you partner or pair up with the other party to achieve both of your goals. This is how you break free of the “win-lose” paradigm and seek the “win-win.” USES: • To find an integrative solution when both sets of concerns are too important to be compromised • When your objective is to learn – e.g. testing your own assumptions, understanding the view of others • To merge insights from people with different perspectives on a problem • To gain commitment by incorporating other’s concerns into a consensual decision • To work through the hard feelings which have been interfering with an interpersonal relationship
28Training Confidential. For Internal Use Only COMPETING This is the “win-lose” approach. You act in a very assertive way to achieve your goals, without seeking to cooperate with the other party, and it may be at the expense of the other party. USES: • When quick, decisive action is vital – e.g. emergencies • On important issues where unpopular courses of action need to be implemented – e.g. cost cutting, discipline • On issues vital to company welfare • To protect yourself against people who take advantage of non-competitive behaviour
29Training Confidential. For Internal Use Only COMPROMISING This is the “lose-lose” scenario where neither party really achieves what they want. This requires a moderate level of assertiveness and cooperation. The trap is to fall into compromising as an easy way out, when collaborating would produce a better solution. USES: • When goals are moderately important but not worth the effort or potential disruption of more assertive modes • When two opponents with equal power are strongly committed to mutually exclusive goals – e.g. as in labor management bargaining • To achieve temporary settlements to complex issues • To arrive at expedient solutions under time pressure • As a backup mode when collaboration or competition fails to be successful
30Training Confidential. For Internal Use Only Difference between Compromising & Collaborating COMPROMISING COLLABORATING This means that each person gets partially satisfied but not completely satisfied By maintaining trust among participants, speaking and listening with sensitivity and empathy — it’s possible to achieve total need satisfaction for both of them. It’s a 50-50 split where each person gets a share of the available pie. But a compromise could also be a 75/25 split. The more one gets, the less the other gets. With synergy, coming up with a creative solution that uniquely satisfies everyone’s needs, we thus achieve a 100/100 resolution instead of a 50/50 split.
31Training Confidential. For Internal Use Only • Neutralise your emotionsNeutralise your emotions • Explore causesExplore causes • Define an agreed outputDefine an agreed output • Consider alternativesConsider alternatives • Agree a solution, implement it andAgree a solution, implement it and continually evaluate itcontinually evaluate it Conflict Management Process
32Training Confidential. For Internal Use Only What’s your Conflict ManagementWhat’s your Conflict Management Style????Style???? What do you think???
33Training Confidential. For Internal Use Only 33 ACTIVITY – CONFLICT CLOSE UP
34Training Confidential. For Internal Use Only

More Related Content

Conflict management

  • 1. 1Training Confidential. For Internal Use Only Conflict Management
  • 2. 2Training Confidential. For Internal Use Only Objectives: By the end of this training, you would be able to: • Describe the meaning of Conflict • Explain the difference between a disagreement and a conflict • List some common symptoms of conflict • Explain the five causes of Conflict • Discuss the FIVE Conflict Management Styles • Discuss the process of Conflict Management
  • 3. 3Training Confidential. For Internal Use Only 3 ACTIVITY – CONFLICT CLOSE UP
  • 4. 4Training Confidential. For Internal Use Only 4 ACTIVITY - INTERVIEW
  • 5. 5Training Confidential. For Internal Use Only When you hear the word....When you hear the word.... CONFLICT???CONFLICT??? What do you think???
  • 6. 6Training Confidential. For Internal Use Only What is a Conflict? A Conflict is a situation in which someone believes that his or her own needs have been denied. A Conflict is a predictable social phenomenon and should be channeled to useful purposes. The goal of an organization is not to eliminate conflict, but to use it.
  • 7. 7Training Confidential. For Internal Use Only DisagreementDisagreement is a difference of opinion. It is based uponis a difference of opinion. It is based upon one’s personal orientation system, including values, needs,one’s personal orientation system, including values, needs, interests, or intentions. Disagreement should be seen asinterests, or intentions. Disagreement should be seen as functional and/or positive. To disagree is natural.functional and/or positive. To disagree is natural. ConflictConflict is a strong disagreement or collision of values,is a strong disagreement or collision of values, needs, interests or intentions among individuals, groups,needs, interests or intentions among individuals, groups, organizations, communities, or nations. Conflict is differentorganizations, communities, or nations. Conflict is different than disagreement because of its negative effect (dislike of athan disagreement because of its negative effect (dislike of a person or organization).person or organization). DISAGREEMENT & CONFLICT
  • 8. 8Training Confidential. For Internal Use Only 8 ACTIVITY – POSITIVE SPIN
  • 9. 9Training Confidential. For Internal Use Only 9 ACTIVITY – YOU DON’T SAY
  • 10. 10Training Confidential. For Internal Use Only • Tension & Anger • No desire to communicate • Decreasing Productivity • Low Morale Can you think of some more…. What are the symptoms of Conflict?
  • 11. 11Training Confidential. For Internal Use Only • Divergent Goals • Perceptual Difference • Status Conflicts • Resistance to Change • Personality Clashes Causes of Conflict
  • 12. 12Training Confidential. For Internal Use Only 12 ACTIVITY – DIVERGENT GOALS ROLEPLAY
  • 13. 13Training Confidential. For Internal Use Only Conflict can result when you are trying to achieve one set of outcomes and another person wants something entirely different to happen. Divergent Goals
  • 14. 14Training Confidential. For Internal Use Only 14 ACTIVITY – PERCEPTUAL DIFFERENCE ROLEPLAY
  • 15. 15Training Confidential. For Internal Use Only You and another person may listen to the same words and hear them quite differently. Perceptual Difference
  • 16. 16Training Confidential. For Internal Use Only 16 ACTIVITY – STATUS CONFLICT ROLEPLAY
  • 17. 17Training Confidential. For Internal Use Only One person may resent another person’s authority or feel protective of his or her position. Another person may feel undervalued compared to the position he or she held in a previous organization or the previous disaster. Status Conflicts
  • 18. 18Training Confidential. For Internal Use Only 18 ACTIVITY – RESISTANCE TO CHANGE ROLEPLAY
  • 19. 19Training Confidential. For Internal Use Only You may encounter resistance if you ask someone to try new ways of working or thinking. Resistance to Change
  • 20. 20Training Confidential. For Internal Use Only 20 ACTIVITY – PERSONALITY CLASHES ROLEPLAY
  • 21. 21Training Confidential. For Internal Use Only People with different personalities may clash because they have different emotional needs. Personality Clashes
  • 22. 22Training Confidential. For Internal Use Only 22 ACTIVITY – ON THE RUN
  • 23. 23Training Confidential. For Internal Use Only The Five Conflict Management Styles • Accommodating • Avoiding • Collaborating • Competing • Compromising
  • 24. 24Training Confidential. For Internal Use Only Let’s watch a video!!
  • 25. 25Training Confidential. For Internal Use Only ACCOMMODATING This is when you cooperate to a high-degree, and it may be at your own expense, and actually work against your own goals, objectives, and desired outcomes. USES: • When you realize you are wrong or inexperienced • When the issue is much more important to the other person than to yourself • To build up social credits for later issues which are important to you • When continued competition would only damage your cause • When preserving harmony and avoiding disruption are especially important • To aid in the managerial development of subordinates by allowing them to experiment and learn from their own mistakes
  • 26. 26Training Confidential. For Internal Use Only AVOIDING This is when you simply avoid the issue. You aren’t helping the other party reach their goals, and you aren’t assertively pursuing your own. Sometimes issues will resolve themselves, but “hope is not a strategy”, and, in general, avoiding is not a good long term strategy. USES: • When an issue is trivial, and other more important issues are pressing • When you perceive no chance of satisfying your concerns • When the potential damage of confronting a conflict outweighs
  • 27. 27Training Confidential. For Internal Use Only COLLABORATING This is where you partner or pair up with the other party to achieve both of your goals. This is how you break free of the “win-lose” paradigm and seek the “win-win.” USES: • To find an integrative solution when both sets of concerns are too important to be compromised • When your objective is to learn – e.g. testing your own assumptions, understanding the view of others • To merge insights from people with different perspectives on a problem • To gain commitment by incorporating other’s concerns into a consensual decision • To work through the hard feelings which have been interfering with an interpersonal relationship
  • 28. 28Training Confidential. For Internal Use Only COMPETING This is the “win-lose” approach. You act in a very assertive way to achieve your goals, without seeking to cooperate with the other party, and it may be at the expense of the other party. USES: • When quick, decisive action is vital – e.g. emergencies • On important issues where unpopular courses of action need to be implemented – e.g. cost cutting, discipline • On issues vital to company welfare • To protect yourself against people who take advantage of non-competitive behaviour
  • 29. 29Training Confidential. For Internal Use Only COMPROMISING This is the “lose-lose” scenario where neither party really achieves what they want. This requires a moderate level of assertiveness and cooperation. The trap is to fall into compromising as an easy way out, when collaborating would produce a better solution. USES: • When goals are moderately important but not worth the effort or potential disruption of more assertive modes • When two opponents with equal power are strongly committed to mutually exclusive goals – e.g. as in labor management bargaining • To achieve temporary settlements to complex issues • To arrive at expedient solutions under time pressure • As a backup mode when collaboration or competition fails to be successful
  • 30. 30Training Confidential. For Internal Use Only Difference between Compromising & Collaborating COMPROMISING COLLABORATING This means that each person gets partially satisfied but not completely satisfied By maintaining trust among participants, speaking and listening with sensitivity and empathy — it’s possible to achieve total need satisfaction for both of them. It’s a 50-50 split where each person gets a share of the available pie. But a compromise could also be a 75/25 split. The more one gets, the less the other gets. With synergy, coming up with a creative solution that uniquely satisfies everyone’s needs, we thus achieve a 100/100 resolution instead of a 50/50 split.
  • 31. 31Training Confidential. For Internal Use Only • Neutralise your emotionsNeutralise your emotions • Explore causesExplore causes • Define an agreed outputDefine an agreed output • Consider alternativesConsider alternatives • Agree a solution, implement it andAgree a solution, implement it and continually evaluate itcontinually evaluate it Conflict Management Process
  • 32. 32Training Confidential. For Internal Use Only What’s your Conflict ManagementWhat’s your Conflict Management Style????Style???? What do you think???
  • 33. 33Training Confidential. For Internal Use Only 33 ACTIVITY – CONFLICT CLOSE UP
  • 34. 34Training Confidential. For Internal Use Only

Editor's Notes

  1. I AM CONFLICT. POSITION YOURSELF
  2. Disagreement – We all have opinions and ways of doing things. As long as our tolerance level is not over stressed we often communicate no verbal disagreement and very little non disagreement.
  3. http://www.tvlesson.com/video/175604_meet-the-ninja-managing-conflict.html