Upload
mariam04
View
219
Download
0
Embed Size (px)
Citation preview
8/3/2019 Conflict Management Techniques 12
1/8
CONFLICT MANAGEMENTCONFLICT MANAGEMENTTECHNIQUESTECHNIQUES
CONFLICT RESOLUTION TECHNIQUESCONFLICT RESOLUTION TECHNIQUES
CONFLICT STIMULATION TECHNIQUESCONFLICT STIMULATION TECHNIQUES
8/3/2019 Conflict Management Techniques 12
2/8
CONFLICT RESOLUTION TECHNIQUESCONFLICT RESOLUTION TECHNIQUES
CONFLICT RESOLUTION BASICSCONFLICT RESOLUTION BASICS
Attack the problem not the person:Attack the problem not the person: Define the problemDefine the problem Explore each person's perception of the problemExplore each person's perception of the problem Try to understand and respect each point of view withoutTry to understand and respect each point of view without
judgingjudging
Concentrate on interests, not positionsConcentrate on interests, not positions
The position is the outcome you are interested in gettingThe position is the outcome you are interested in getting The interest is why you want that outcomeThe interest is why you want that outcome Interests that are involved in conflicts are usually related to ourInterests that are involved in conflicts are usually related to our
basic needs. When we focus on interests instead of positions webasic needs. When we focus on interests instead of positions wecan start to find solutions.can start to find solutions.
Come up with options in which both sides can win (Win-WinCome up with options in which both sides can win (Win-Winoptions)options)
Cooperate together to solve the problem fairlyCooperate together to solve the problem fairly
A fair solution respects the interests of both sidesA fair solution respects the interests of both sides
8/3/2019 Conflict Management Techniques 12
3/8
PROBLEM SOLVINGPROBLEM SOLVING
FACE TO FACE MEETING OF CONFLICTINGFACE TO FACE MEETING OF CONFLICTING
PARTIES FOR THE PURPOSE OF IDENTIFYING THE PROBLEM ANDPARTIES FOR THE PURPOSE OF IDENTIFYING THE PROBLEM ANDRESOLVING IT THROUGH OPEN DISCUSSION.RESOLVING IT THROUGH OPEN DISCUSSION.
SUPERORDINATE GOALSSUPERORDINATE GOALS
CREATING A SHARED GOALTHAT CAN NOTCREATING A SHARED GOALTHAT CAN NOTBE ATTAINED WITHOUT THE COOPERATION OF EACH OF THEBE ATTAINED WITHOUT THE COOPERATION OF EACH OF THECONFLICTING PARTIES.CONFLICTING PARTIES.
EXPANSION OF RESOURCESEXPANSION OF RESOURCES
WHEN A CONFLICT IS CAUSED BY SCARCITYWHEN A CONFLICT IS CAUSED BY SCARCITYOF A RESOURCE SAY. MONEY, PROMOTION, OPPORTUNITIES,OF A RESOURCE SAY. MONEY, PROMOTION, OPPORTUNITIES,
OFFICE SPACE- EXPANSION OF RESOURCES CAN CREATE A WIN-OFFICE SPACE- EXPANSION OF RESOURCES CAN CREATE A WIN-
WIN SOLUTION.WIN SOLUTION.
8/3/2019 Conflict Management Techniques 12
4/8
AVOIDANCEAVOIDANCE
WITHDRAWAL FROM, OR SUPPRESSION OF ,WITHDRAWAL FROM, OR SUPPRESSION OF ,
THE CONFLICT.THE CONFLICT.
SMOOTHINGSMOOTHING
PLAYING DOWN DIFFERENCES WHILE EMPHASIZINGPLAYING DOWN DIFFERENCES WHILE EMPHASIZINGCOMMON INTEREST BETWEEN THE CONFLICTING PARTIES.COMMON INTEREST BETWEEN THE CONFLICTING PARTIES.
COMPROMISECOMPROMISE
EACH PARTY TO THE CONFLICT GIVE UP SOMEEACH PARTY TO THE CONFLICT GIVE UP SOMETHING OF VALUE.THING OF VALUE.
AUTHORITIVE COMMANDAUTHORITIVE COMMAND
MANAGEMENT USES ITS FORMAL AUTHORITY TOMANAGEMENT USES ITS FORMAL AUTHORITY TORESOLVE THE CONFLICT AND THEN COMMUNICATE ITS DESIRESRESOLVE THE CONFLICT AND THEN COMMUNICATE ITS DESIRESTO THE PARTIES INVOLVED.TO THE PARTIES INVOLVED.
8/3/2019 Conflict Management Techniques 12
5/8
ALTERING HUMAN VARIABLEALTERING HUMAN VARIABLE
USING BEHAVIORAL CHANGEUSING BEHAVIORAL CHANGE
TECHNIQUES SUCH AS HUMAN RELATIONS TRAINING TO ALTERTECHNIQUES SUCH AS HUMAN RELATIONS TRAINING TO ALTERATTITUDES AND BEHAVIORS THAT CAUSE CONFLICT.ATTITUDES AND BEHAVIORS THAT CAUSE CONFLICT.
ALTERING STRUCTURAL VARIABLEALTERING STRUCTURAL VARIABLE
CHANGING THE FORMAL ORGANISATIONCHANGING THE FORMAL ORGANISATIONSTRUCTURE AND THE INTERACTION PATTERN OF CONFLICTINGSTRUCTURE AND THE INTERACTION PATTERN OF CONFLICTING
PARTIES THROUGH JOB REDESIGN, TRANSFER, CREATION OFPARTIES THROUGH JOB REDESIGN, TRANSFER, CREATION OF
COORDINATING POSITIONS, AND THE LIKE.COORDINATING POSITIONS, AND THE LIKE.
8/3/2019 Conflict Management Techniques 12
6/8
CONFLICT STIMULATION TECHNIQUESCONFLICT STIMULATION TECHNIQUES
Stimulating conflict can provide several benefitsStimulating conflict can provide several benefits
to the organization. They provide theto the organization. They provide the
organization a means to introduce radicalorganization a means to introduce radicalchange. Management can drastically change thechange. Management can drastically change the
existing power structure and attitudes.existing power structure and attitudes.
8/3/2019 Conflict Management Techniques 12
7/8
COMMUNICATIONCOMMUNICATION
USING AMBIGUOUS OR THREATNING MESSAGESUSING AMBIGUOUS OR THREATNING MESSAGES
TO INCREASE CONFLICT LEVEL.TO INCREASE CONFLICT LEVEL.
BRINGING IN OUTSIDERBRINGING IN OUTSIDER
ADDING EMPLOYEES TO A GROUP WHOSEADDING EMPLOYEES TO A GROUP WHOSE
BACKGROUNDS, VALUES, ATTITUDES OR MANAGERIAL STYLEBACKGROUNDS, VALUES, ATTITUDES OR MANAGERIAL STYLEDIFFER FROM THOSE OF PRESENT MEMBER.DIFFER FROM THOSE OF PRESENT MEMBER.
RESTRUCTURING ORGANISATIONRESTRUCTURING ORGANISATION
REALIGNING WORK GROUPS ALTERING RULESREALIGNING WORK GROUPS ALTERING RULES
AND REGULATIONS, INCREASING INTERDEPENDENCE ANDAND REGULATIONS, INCREASING INTERDEPENDENCE ANDMAKING SIMILAR STRUCTURAL CHANGES TO DISRUPT THEMAKING SIMILAR STRUCTURAL CHANGES TO DISRUPT THE
STATUS QUO.STATUS QUO.
8/3/2019 Conflict Management Techniques 12
8/8
THANK YOUTHANK YOU