Conflict August 2015

All you want to know about effectively managing and

dealing with conflict

by Toronto Training and HR

August 2015

CONTENTS3-4 Introduction5-6 Types of conflict7-8 Sources of conflict9-11 Causes of conflict12-18 Styles of handling conflict19-20 Conflict handling modes21-22 Is conflict always negative?23-26 A conflict management model27-28 Variables that affect a conflict situation29-30 Ways to manage and resolve conflict31-33 Handling conflict between team members34-38 Conflict in Nigerian universities39-40 Strategies for focusing on individual conflict41-42 Strategies for focusing on organizational conflict43-45 Using negotiation to resolve conflict 46-48 Organizational politics and conflict49-50 Conclusion, summary and questions

Introduction

Introduction to Toronto Training and HR

Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:

Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers

Types of conflict

Types of conflict

• Constructive or destructive

• Intrapersonal, interpersonal, intra-groups, inter-organizational or intercultural

• Cognitive or affective

Sources of conflict

Sources of conflict

• Facts• Methods• Goals• Values

Causes of conflict

Causes of conflict 1 of 2

• Change• Stress• Confusion• Miscommunication• Personality clashes• Misunderstandings• Lack of cooperation• Frustration and

irritability• Substandard

performance

Causes of conflict 2 of 2

• Differences over work method

• Responsibility issues• Authority issues• Value and goal

differences• Non-compliance with

rules and policies• Competition for

scarce resources

Styles of handling conflict

Styles of handling conflict 1 of 6

• Avoiding• Competing

(dominating)• Accommodating

(obliging)• Collaborating

(integrating)• Compromising


Avoiding• “I’ll think about it

tomorrow”…• Low assertiveness-

low cooperativeness• Roles played• Results of under-use• Results of over-use


Competing (dominating)• “My way or the

highway”…• High assertiveness-

low cooperativeness• Roles played• Results of under-use• Results of over-use


Accommodating (obliging)• “It would be my

pleasure”…• Low assertiveness-

high cooperativeness• Roles played• Results of under-use• Results of over-use


Collaborating (integrating)• “Two heads are

better than one”…• High assertiveness-

high cooperativeness• Roles played• Results of under-use• Results of over-use


Compromising• “Let’s make a deal”…• Moderate

assertiveness-moderate cooperativeness

• Roles played• Results of under-use• Results of over-use

Conflict handling modes

Conflict handling modes

• Assertiveness• Cooperativeness

Is conflict always negative ?

Is conflict always negative?

• Costs of conflict• When conflict is

unresolved…• Negative outcomes• Benefits of resolving

conflict• Personal benefits of

mastering conflict resolution

• Positive outcomes of successful conflict management

A conflict management model

A conflict management model 1 of 3

• Create space• Add value• Seek closure


Create space• PerceivingAdd value• Thinking• FeelingSeek closure• Judging

3


• Clear vision• Blind spot

3

Variables that impact a conflict situation

Variables that impact a conflict situation

• Immediacy• Personality styles

Ways to manage and resolve conflict

Ways to manage and resolve conflict

• Make the relationship your priority

• Self-interest• Anticipation• Focus on the present• Pick your battles• Know when to let something

go• “I v. you”• Meta-talk• Set limits• Consequences

Handling conflict between team

members

Handling conflict between team members 1 of 2

• Ask people who disagree to paraphrase the comments of others

• Work out a compromise• Ask each member to list

what the other side should do

• Have each side write down ten questions

Handling conflict between team members 2 of 2

• Convince team members they sometimes have to admit they were wrong

• Respect the experts on the team

Conflict in Nigerian universities

Conflict in Nigerian universities 1 of 4

Sources of conflict• Subordinate

conflict/superordinate conflict/lateral conflict

• Conflict based on the relationship between the objective state of affairs and the perceived state of affairs by conflicting parties

• Conflict based on antagonistic sources


Sources of organizational conflict• Individual• Group • Organization


Causes of conflict• Continuous

competition for scarce resources

• Perceived goal incompatibility

• Autonomy and academic freedom

• Management style of universities

• Difference in values and lifestyles

• Politics and national issues


• Possible ways to manage conflict

• Strategies for the future

Strategies for focusing on individual conflict

Strategies for focusing on individual conflict

• Increasing awareness of sources of conflict

• Increasing diversity awareness and skills

• Undertaking job rotations or secondments

• Undertaking permanent transfers or dismissals

Strategies for focusing on organizational

conflict

Strategies for focusing on organizational conflict

• Change the structure or culture of an organization

• Alter the source of conflict

Using negotiation to resolve conflict

Using negotiation to resolve conflict 1 of 2

• Definition of negotiation

• Third party negotiators

• Mediators• Arbitrators• Distributive

negotiation• Integrative

bargaining

Using negotiation to resolve conflict 2 of 2

Strategies to encourage integrative bargaining• Emphasis on

superordinate goals

• Focus on the problem and not the people

• Focus on interests not demands

• Create new options for joint gain

• Focus on what is fair

Organizational politics and conflict

Organizational politics and conflict 1 of 2

• Definition of organizational politics

• Definition of political strategies

Organizational politics and conflict 2 of 2

• Political strategies for gaining and maintaining power

• Political strategies for exercising power

Conclusion, summary and questions

Conclusion, summary and questions

ConclusionSummaryVideosQuestions

Conflict August 2015

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Transcript of Conflict August 2015