MANAGING CONFLICT (Discussion Note) 2015 BKB/NASC/Professional Course (PACT)/2015

MANAGINGCONFLICT

(Discussion Note)2015

BKB/NASC/Professional Course (PACT)/2015


DEFINITION OF CONFLICT

Negative ?

Harmful ?


Views on Conflict

TRADITIONALseen as dysfunctional outcome resulting from poor communication, lack of openness & trust between people, failure of managers to be responsive to needs & aspirations of employees.


Views on Conflict Contd….

HUMANISTICSeen as natural & inevitable

outcome in any group.


Views on Conflict Contd….

INTERACTIONISTICa positive force that is necessary for a group effectiveness, self critical & creative.


PROCESS in which

Perception of one party being negatively affected…

On an issue of importance to the perceiver


CONFLICT PROCESS

FIVE STAGESI. POTENTIAL OPPOSITION OR INCOMPATIBILITY

II. COGNITION & PERSONALIZATION

III. INTENTION

IV. BEHAVIOR

V. OUTCOMES


STAGE I: POTENTIAL OPPOSITION/INCOMPATIBILITY Conditions

Ambiguous Communication. Structure in terms of size, degree of

specialization, role clarity & centralization of authority, degree of dependence between groups.

Personal variables.

{This stage indicates presence of conditions that create opportunities for conflict to arise.}


Stage II: PERCEPTION & AWARENESS PERCEIVED CONFLICT

awareness by one or more parties of the existence

of conditions that create opportunities for conflict to arise. Not personalized.

FELT CONFLICTgetting emotionally involved in a conflict creating anxiety, frustration or hostility.

{This is the stage where conflict issues get defined & parties decide what the conflict is all about. It also brings forth the emotional linkages to the issue.}


Stage III: INTENTIONS

Conflict Handling Intentions COMPETING: Desire to satisfy one’s interest

regardless of impact of other party to the conflict. COLLABORATING: Desire to satisfy fully concerns

of all parties. AVOIDING: Desire to withdraw or suppress a

conflict. ACCOMODATING: willingness to place

opponent’s interests above own. COMPROMISING: Willingness to give up

something.


DIMENSIONS OF CONFLICT HANDLING INTENTIONS

ASSERTIVE

UNASSERTIVE

UNCOOPERATIVE COOPERATIVE

COMPROMISING

COMPETING

AVOIDING

ACCOMODATING

COLLABORATING


Stage IV: BEHAVIOUR Minor Disagreement or misunderstanding Overt questioning or challenging of others Assertive verbal attacks Threats & ultimatums Aggressive physical attacks Overt efforts to destroy the other party


Stage V: OUTCOMES

FUNCTIONAL OUTCOMES IMPROVES QUALITY OF DECISIONS, STIMULATES CREATIVITY & INNOVATION, ENCOURAGES INTEREST & CURIOSITY, OPEN COMMUNICATION, TRANSPARENCY, FOSTERS ENVIRONMENT OF SELF EVALUATION & CHANGE.


OUTCOMES Contd….

DYSFUNCTIONAL OUTCOMES

DISSOLVE COMMON TIES, DISCONTENT , DESTRUCTION OF GROUP.


ANTECEDENTS CONDITIONS•COMMUNICATION

•STRUCTURE•PERSONAL VARIABLES

PERCEIVED CONFLICT

FELT CONFLICT

CONFLICT HANDLING INTENTIONS•COMPETING

•COLLABORATING•COMPROMISING

•AVOIDING•ACCOMODATING

OVERT CONFLICT

•BEHAVIOR•REACTION

INCREASED GROUP

PERFORMANCE

DECREASEDGROUP

PERFORMANCE

STAGE I STAGE II STAGE III STAGE IV STAGE V

POTENTIAL OPPOSITION COGNITION INTENTIONS BEHAVIOR OUTCOMES

OR INCOMPATIBILITY & PERSONALIZATIONBKB/NASC/Professional Course

(PACT)/2015

CONFLICT MANAGEMENT

USE OF RESOLUTION , PREVENTION AND

STIMULATION TECHNIQUES TO ACHIEVE THE DESIRED LEVEL OF CONFLICT


CONFLICT RESOLUTION TECHNIQUESPROBLEM SOLVINGEXPANSION OF RESOURCESAVOIDANCESMOOTHINGCOMPROMISEAUTHORITATIVE COMMANDALTERING THE HUMAN VARIABLEALTERING THE STRUCTURAL VARIABLES

Face to face open discussionsCreate win-win situations

Withdraw or suppressPlaying down differencesGiving up something of valueUsing formal authorit

Training for attitudinal change

Changing formal structure& interaction patterns


Conflict Prevention Techniques Reducing interdependence Exchange of personnel Liaison group or integrators Appeal to higher authority Adopting conflict sensitive approach in

relation to employee and employment condition.


CONFLICT STIMULATION TECHNIQUESCOMMUNICATION

BRINGING IN OUTSIDERS

RESTRUCTURING ORGANIZATION

APPOINTING DEVIL’S ADVOCATE

Using ambiguous or threatening messagesWith values conflicting with group

Realigning work groups, altering rules , interdependence

Designating a critic to argue against majority positions


Four Assertive Response to Conflict1. Preparation

(concentrating on CIRCLE OF VALUE)

- Explore INTEREST (hopes, fears, aspirations, concerns, goals etc. of each party)

- Develop OPTIONS for joint gain (explore a broad range of potential solutions or options through creative thinking)

- Use objective standards to establish LEGITIMACY (using objective standards, evidence-based arguments, precedents, law, or principles)


2.Appropriateness of the environment3.Active listening

- Putting yourself in a position where you can hear clearly.

- Inquiry into INTEREST, OPTIONS, and LEGITIMACY.

- Concentrating on the speaker and the content of what they are saying.

- Acknowledging that you have heard. - Clarifying points to check that you have

understood.BKB/NASC/Professional Course

(PACT)/2015

Contd… Assertive Response

4. Expressing yourself

Saying what you would like to happen or how you would like things to be focusing on INTEREST, OPTIONS, and LEGITIMACY.


Thanks and Good dayBKB/NASC/9851156111/[email protected]/[email protected]


Documents

MANAGING CONFLICT (Discussion Note) 2015 BKB/NASC/Professional Course (PACT)/2015