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Managing conflictClick to edit Master subtitle style
5/26/12
In firms mangers , face Subtle conflicts like disagreements ,
arguments and criticism. refuse to obey
Overtly it can be assaults, abuse and
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Traditional view of conflict It is avoidable. It is this reason, it is
brutally handled.
It can be due to organizational design error
like duel reporting or role overlapIn any firm there is always a trouble maker The task of the management is to remove
the conflict or nip in the bud. Anti- union acts from management from union formation stems from this.No conflict is a pre- requisite for firms
optimal performance
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Todays viewConflicts are inherent in firms and not
avoidable
It is due to organizational structure , value
mis- match, differing views etc.,Fear of conflict, make decisions more
sensible . In a way managers need to take a holistic view of the issue and find solution acceptable to allConflict is in a way , a devil's advocate and
help in optimal decision making
Fear of conflict inhibits high handed action 5/26/12
What conflicts does?It frustrates a person. Stalls action Forced to amend decisions Develop discontentment with conflict
makerCompromise on decisions Indecision at times Energy dissipation5/26/12
A model of frustration
Need (Defici ency) Aggression Withdrawal Fixation Compromis e
Drive (Deficie ncy with drive )
Barri ers
Goal/ince ntive( reductio n of drive and fulfillmen t of deficienc 5/26/12 ies )
Frustr ation
Level of conflict in OBOrganizational Inter group Macro
Inter-personal Intra -individual
5/26/12 Micro
Relationship between performance and conflictHigh Perfo rman ce A Low Low conflict intensity High5/26/12
B
C
Moderate conflict help improving the performanceWhat is moderate conflict? 1. Believing in negotiated settlement - no
direct action
2. Both work for win win model 3. Issue based conflict and not person
based
4. Subordinating self interest over
organizational interest5. Empathy at all levels 6. Not allowing external threats to 5/26/12
envelope the firm
Positive side of conflictIt forces decision quality better It brings out a problem not known till then It alters status quo It goes into problem probing at a deeper
level to solve betterForce policy changes for harmony It unites people against injustice Makes a firm vibrant Gives room for innovation5/26/12
Negative side of conflictAggression strike/lock out Personality clash Wastage of resources Bad organizational climate Mis directed energy Inefficiency QWL suffers
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Three goal conflictsApproach-Approach conflict- two mutually
exclusive goals- excel both in studies and sports management but feared for branded as black leg
Approach avoidance conflict- Close the
Avoidance avoidance conflict- leaving
husband and staying alone but not ready for divorce for fear of stigma in the society
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Inter personal conflictIt is caused by personal differences Information inadequacy or mis information
can cause this
Role incompatibility- Production manager
wants good WIP and purchase department want JIT resources, competitive pressure etc.,
Environmental stress- fighting for
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Inter group conflictDue to task inter dependence Jurisdictional ambiguity Competition for resources Status struggles
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Latent conflict- when two or three needed Perceived conflict- the next stage when
to achieve a goal, there is a latent conflict crack appears in the group over incompatibility
Felt conflict- people build strong emotional
commitment to their positions out come of this
Manifest conflict- strike or lock out is the
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Johari windowKnown to self Open area Not known to self Known to others
Blind area
Hidden area
Unknow n area
Not known to others5/26/12
Open area - Here the person knows himself
better and other and so better understanding
Hidden self- others do not know about me.
So the conflict potential is more
Blind area- Others know me better and as a
self I lack. Coping is a problem in relationship shapes up.
Undisclosed self- friendly relationship never
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Strategies for resolving intra personal conflict1. remove barriers 2. change in perception 3. develop compatibility between individual
and organizational goals4. Develop satwic gunas 5.priortise roles
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CONFLICT MANAGEMENT STYLE
C OO P E R A TI V E N E
ACCOMA DATION
COLLABORA TION
COMPROMI SE AVOIDANCE ASSERTIVENESS5/26/12
COMPETITION
When competitionWhen quick decisive action is vital On important issues where unpopular
action is needed
On issues vital to the organizations welfare
and when you know you are right competitive behavior
Against people who take advantage of non-
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When collaborationTo find an integrative solution when both
sets of concerns are too important to be compromised
When your objective is to learn To merge insights from people with
different perspectivesTo gain commitment by incorporating
concerns in to a consensus with a relationship
To work thro feelings that have interfered5/26/12
When avoidanceWhen the issue is trivial or more important
issues are pressing
When potential disruptions outweigh the
benefits of resolution To let people to cool down and regain
perspectiveWhen gathering information supersedes
immediate decision
When others can resolve the issue better When issue seems symptomatic of other
issues
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When accommodationWhen you find you are wrong to allow a
better position to be heard to learn and to show your reasonableness
To build a social credit for latter issues To minimize loss when you are out matched
and losingWhen enterprise harmony is more
important mistakes
To allow sub ordinates to learn from5/26/12
When compromiseWhen goals are important , but not worth
the effort or potential disruption of more assertive modes issue
To achieve temporary truce to a complex To arrive at expedient situation under time
pressure
As a back up when collaboration or
competition
is not successful5/26/12
Competition gain and loss1. Chance to win every thing
2. Exercise own sense of power
You can lose all Discourage others working with you Alienates others Potential larger scale conflict in the future 5/26/12
AvoidanceGain- 1. No energy or time expenditure 2. conserve for fights that are more
important
Losses 1. Less stimulation 2.Less creative problem solving 3.Little understanding of the needs of
others4. Incomplete comprehension of work
environment
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AccommodationGains 1. Little fuss 2.Others view you as more supportive 3. Freeing energy for other pursuits Losses 1. Lowest self assertion 2. Loss of power 3. Absence of your unique contribution to
the situation
4.Your dependant feel let down5/26/12
CompromiseGains-1.No one goes empty handed 2. keep the peace 3. may or may not encourage creativity Losses 1. As both are not happy, issue
simmer2. Neither side realizes self determination
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CollaborationGains: All win in the game Creativity in problem solving Relationship turns better New level of understanding and trust Deep commitment to decisions Losses: 1. time consuming Autonomy of the management is lost Set a precedent for all in the future5/26/12
Becoming a great actorCarefully think back about all your
previous actions, and take a deep honest look at your hidden contributions to the problem. Then muster up the courage to go talk matters over by stating the parts that you may have caused.
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Blame games Blaming is a way of removing
responsibility. We must learn that we do not control what other people say or do, but take back the complete responsibility for all our actions, even the ones we want to forget about.
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Soft pedalingWhen you push hard in conflict, look
out. For every action there is going to be a reaction. Pressure can cause explosions of deep hidden resentments and the war is on. Gentle words can lead you toward solutions .Harsh words stir up anger and a desire for revenge.
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Understanding the under pinningTake the time to clarify problems first
with facts. Dont respond to stories but seek real causes. Seek first to understand, ask questions, then respond to be understood. Carefully prepare our words, then respond with long-range creative solutions.
5/26/12
See it thro others eye During conflict we tend to worry
about our rebuttal and not paying attention to what the other person is saying and that only gets us into deeper trouble. Restate what you think they said and then respond. Seeing everything in our needs is not being responsible.
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Developing insights into conflict Conflict usually starts by someone
not getting something that they deeply desire. Try and find that hidden thing there missing. Its probably something that they think they should have, but cannot have.
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Drumming what some one said to youDO NOT GOSSIP or repeat a story
about someone else. Mis-information make even an ordinary issue , more complex
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Emotions and commotionsDuring conflicts, emotions flow freely.
Stop often and bite your tongue before you respond. Perhaps now is the time you could help them by saying something nice instead of pointing out all their faults. In other words try to focus on why they are so upset. Dont let emotions control reactions. Practicing self-control helps avoid regrets.
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Values shapes viewsEach person is wired differently and
responds to conflict differently. Some folks are lions, they take charge and give orders. Some are cats and beats you down. Lets celebrate that we are all different. Diversity makes teams more productive
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Resolve to solve Do not let the present moment take
control of your response. It is better to take adequate time and carefully come up with a good plan that will bring the problem to complete closure than for the time being.
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I am O.K and others notEverybody has standards. Your
standards may be either too high. So seek a balance, the middle of the road action that benefits all parties.
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No transparency is a barrier Not sharing meaningful information
with each other is at the heart of most issues. Speak with your heart, not your head. Be open and honest with yourself - hopefully wanting to find long-term workable solutions. No Hidden agendas as it bites back
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Watch your jargons We error by using jargon words
which can have completely different meanings to other people. We should ask for clarification and use common key words to help explain what we are really trying to communicate. Try giving an example or word picture of what you are communicating. Conversation is a two-way street. Workers always interpret rationalization as retrenchment.5/26/12
Give first to take laterIf you give evil - you get evil. So give
something good unconditionally and you will find a better solution.
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I for we attitudeSee and work toward one common and
shared GOAL, the "End in Mind." Connect to a bigger purpose, something that you both want to see happen - this will keep more people motivated. Then say, "Lets do this together" and not, "You do this".
5/26/12
A promise is to be keptWe tend to say one thing and then our
actions lead us toward something else. We have just established confusion, distrust, doubt, and loss of trust with the other person. Do what you say youre going to do. Let your yes be yes and your no be no.
5/26/12
We can easily debate the symptoms of
the conflict. Instead we should spend quality time searching for the root causes of problems. In value based politics, there is no scope for a politician with no value.
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