conflicts and power issues

7/30/2019 conflicts and power issues

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CONFLICT S

ANDPOWER

ISSUES

)



Conflict - - - Power

One of the most significant challenges that leaders at

every level in an organization face is the management of

conflict

Conflict is present where there is an incompatibility of

goals arising from opposing behaviours at the individual,

group or organisation level.



EXAMPLE

When Mr. X and other senior prefects at my school

were put in charge of raising money and organising

our A-level end of year program.

The main area of conflicts are :

some people wanted to have a DJ

some wanted a free drinks some people wanted to get some sort of

entertainer



Eventually the small area of conflict grew until

people with in the affected groups refused to talk to

each other and raise anymore funds for the program.

To overcome this problem :

People attending the program could vote on whatthey wanted, making it fair.

This resolved the conflict within the group



Various causes &

levels of conflicts

Depending on the causes following are various levels

of conflicts:

1. Intra-individual conflict :

Generally the conflicts within an individual.

Arises from frustration as numerous roles are to be

performed by an individual which require equal attention.



2. Inter-individual conflict:

Between two individuals. Arises due to difference in perceptions,

personalities,etc.

3. Intra-group conflict:

Between some or all members of the group.

Mostly seen in family run business.



4. Inter-group conflict:

Between two groups, highly frequent and visible.

Reasons can be :

Task interdependence,

Task ambiguity,

Competition for limited resources, etc.



Types of Conflict

Conflict Management

Emotional ConflictResults from Feelings of anger,distruct,dislike,fear &

resentment, as well as relationship problems.

Functional ConflictStimulates us toward greater work efforts, more creativity in

problem solving & even to cooperate more with others

Dysfunctional ConflictIs destructive & hurts task performance.

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Is Conflict needed …

Conflict Management

Advantages :

Helps to raise & address problems.

Energizes work to be on the most appropriate issues.

Helps people “be real” for example, it motivates them

to participate.

Helps people learn how to recognize & benefit fromtheir differences.

Improves Communication

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Disadvantages

Conflict Management

Lost work time & productivity

Lost employees / high turnover

Damage to organization reputation

Theft , damage, etc.

Lowered job motivation

Health costs due to Stress

Legal costs due to litigation

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A Conflict Resolution Process

Recognize when a particular style can be usedeffectively & making sure that people understand that

different styles which suit different situations.

A starting point for dealing with conflict is to identify

the overriding conflict style employed by yourself, your

team or your organization.

Then suitably using the process to resolve

the conflict:



Step 1:Set the Scene

Make sure that people understand that the conflictmay be a mutual problem, which may be best

resolved through discussion & negotiation rather than

through raw aggression.

If we are involved in the conflict, emphasizing the

fact that you are presenting your perception of the

problem. Use active listening skills to ensure you hear and

understand other's positions and perceptions.



Step 2:Gather Information

Try to understand his or her motivations and goals,

and see how your actions may be affecting these.

Listen with empathy and see the conflict from the

other person's point of view. Identify issues clearly and concisely.

Use "I" statements.

Remain flexible.

Clarify feelings.



Step 3: Agree the Problem

Often different underlying needs, interestsand goals can cause people to perceiveproblems very differently.

We need to agree the problems that youare trying to solve before you'll find a

mutually acceptable solution.



Step 4: Brainstorm Possible

Solutions

Everyone is going to feel satisfied with the

resolution, it will help if everyone has had fair

input in generating solutions.

Brainstorm possible solutions, and be open to all

ideas, including ones you never considered before



Step 5: Negotiate a Solution

By this stage, the conflict may be resolved. Both

sides may better understand the position of the other,

and a mutually satisfactory solution may be clear to

all.

There are three guiding principles here:

• Be Calm

• Be Patient,

• Have Respect.



Case Study

On

Conflict and Power Issues



Shirley and Abdul both work for a software

development company. The manager of the new product

division was originally the leader of the project team for which she interviewed and hired Abdul.

Shirley, another project team member, also

interviewed Abdul, but strongly opposed hiring him for the project because she thought he was not competent to

do the job.

Seven months after Abdul was hired, the manager leftthe project to start her own company and recommended

that Abdul and Shirley serve as joint project leaders.



Shirley agreed reluctantly with the stipulation that it

be made clear she was not working for Abdul. The

General Manager consented; Shirley and Abdul wereto share the project leadership.

Within a month Shirley was angry because Abdul

was representing himself to others as the leader of theentire project and giving the impression that Shirley

was working for him. Now Shirley and Abdul are

meeting with you to see if you can resolve the conflict

between them.



Shirley says: "Right after the joint leadership

arrangement was reached with the General Manager,

Abdul called a meeting of the project team withouteven consulting me about the time or content. He just

told me when it was being held and said I should be

there. At the meeting, Abdul reviewed everyone's

duties line by line, including mine, treating me as just

another team member working for him. He sends out

letters and signs himself as project director, which

obviously implies to others that I am working for him."



Abdul says: "Shirley is all hung up with feelings of

power and titles. Just because I sign myself as project

director doesn't mean she is working for me. I don't seeanything to get excited about. What difference does it

make? She is too sensitive about everything. I call a

meeting and right away she thinks I'm trying to run

everything.



Questions

1.Suppose You are the general manager how will you

resolve this issue?

2. You are Shirley, what would you do if Abdul starts

to boss you around eventhough you are both in the

same position?

3. In case Abdul is right and Shirley is overreacting

how will you respond?



Solution:-

As a general manager it will be best to sit with

them together and mediate the issue.

It should be made clear that Abdul cannot call

meetings without consulting Shirley, also it should beannounce clearly to the whole project team that

Abdul and Shirley are both Project Directors.

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conflicts and power issues