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Transcript of Conflict Management -10.7

  • CONFLICT MANAGEMENT

    Dr. Manoranjan DhalAsst. Professor, IIMK

  • EXERCISE - I Think of a recent (even old) conflict in which you

    were an active party It made an impact on you Create the full picture.

    If you go back to that incident again, what would you do differently?

  • EXERCISE - I Who initiated? What was I feeling at that time? What do I feel when I remember the incident? What was the other party thinking? What leads me to behave like that? What are the consequence on my actions? Do I need to take any action to resolve any

    misunderstanding?

  • Much of our thoughts and behaviour is based on what we have learnt so far in lifeWhat has been learned can be unlearned.

  • REINFORCING FAULTY LEARNING

    Having/repeating an experience

    Generalizing/drawing faulty conclusions

    Faulty conclusions affect

    mindset/behaviour

    Setting yourself up to

    repeat the experience

  • EARLY PROGRAMMING

    YOU

    Nature

    Inherited tendencies

    Nurture

    Physical

    Warmth, food, healthy

    environment

    Emotional

    Unconditional love, support and a caring environment

    Intellectual

    Mental stimulation,

    education

  • WHAT COLOURS OUR PERCEPTION Age Culture Religion Gender Education Background Position in society Job/career Previous experience Character Nature/genes Prevailing external influence

  • DEAL WITH YOUR EMOTIONS Happiness Sadness Anger Fear Resentment Guilt Hurt Regret

  • CONFLICT ARISES BECAUSE We feel threatened by someone whom we

    perceive Operates from a different set of values and beliefs Invades what we see as our territory Takes away something we consider to be rightfully

    ours Is different from us in some way Causes us discomfort.

  • CONFLICT DEFINED Conflict is defined as a process that begins when a

    party has negatively affected, or is about to negatively affect something that the first party cares about.

    Includes Incompatibility of goals Differences over interpretation of facts Disagreements based on behavioural expectations Disagreements

  • ORGANIZATIONAL CULTURE AND CONFLICT Not walking the Talk- vision and mission,

    customer focused, equal opportunity Mismatch between Individual and company

    Values and Beliefs child labour The Psychological Contract

  • LEVELS OF CONFLICT Intra-Personal Inter-personal Inter-Group Inter- Organization Inter-national

  • THE LEVELS OF CONFLICT Discomfort Incident Misunderstanding Tension Crisis

  • POSSIBLE STAKEHOLDERS OF CONFLICT

    YOU

    Supplier, department,

    team

    colleagues

    bosses

    Members of team

    others

    Your organization,

    other organization

    Company culture

    customers

  • INDICATORS OF CONFLICT IN AN ORGANIZATION Communication is increasing in the form of

    memos and e-mails More people working behind closed doors Meeting that do not achieve anything Them and us language Raised voice and tears Long lunch hours and poor timekeeping Low morale, tension People looking glum and stressed

  • INTERACTION BRINGS DIFFERENCES Internal Boundaries role, authority External boundaries supplier, consultant Territorial boundaries car park Material goods and resources Weak/poor management Lack of professional management training Leadership/management style Poor decision making process Poor interpersonal skill Poor change management Inequality among staff

  • BEHAVIOUR THAT EXHIBIT CONFLICT Shouting Insulting/cursing Humiliating Making accusations Bringing up the past Sulking Tears Withdrawing Physical violence Avoidance Pretending it is not happening Becoming resentful Bottling up our emotions Storming off in a huff Taking revenge

  • CHANGE BEGINS WITH

    ME

  • EXERCISE Write down what you actually do when you are a

    party to conflict

  • FIGHT BEHAVIOUR

    FLIGHT BEHAVIOUR

    ShoutingViolenceSlamming the doorName-calling etc.

    WithdrawalDenialGiving inCrying etc.

  • THE CONFLICT PROCESS

    Stage I Stage II Stage III Stage IV Stage VPotential Opposition or incompatibility

    Cognition and Penalization Intentions Behaviour Outcomes

    Antecedent Conditions

    Communication

    StructurePersonal Variable

    Perceived Conflict

    Felt Conflict

    Increased Group

    Performance

    Conflict-handlingIntentions

    CompetingCollaboratingCompromisingAvoidingAccommodating

    Overt Conflict

    Partys BehaviourOthers reaction Decreased Group

    Performance

  • CONFLICT MANAGEMENT STYLES Conflict exists whenever two or more parties are in disagreement.

    Forcing conflict style: user attempts to resolve conflict by using aggressive behavior.Avoiding conflict style: user attempts to passively ignore the conflict rather than resolve it.Accommodating conflict style: user attempts to resolve the conflict by passively giving in to the other party.Compromising conflict style: user attempts to resolve the conflict through assertive give-and-take concessions.Collaborating conflict style: user assertively attempts to jointly resolve the conflict with the best solution agreeable to all parties. 22

  • CONFLICT The Offer Win Lose

  • CONFLICT HANDLING BEHAVIOURAssertive

    Unassertive

    Asse

    rtiv

    enes

    s

    CooperativeUncooperative

    Cooperativeness

    Competition Collaboration

    Compromise

    Avoidance Accommodation

  • FIVE CONFLICT HANDLING ORIENTATION Competition Win-lose approaches Collaboration Win-Win approaches Avoidance - Withdrawing from or suppressing

    conflict Accommodation Opponents interest is above

    self-interest Compromise- Each party to give up something

  • REACTION VS. RESPOND

    Reaction RespondListen To self Listen To

    othersFightFlight

    AggressivePassiveAssertive

  • USING ASSERTIVENESS Assertiveness Aggressiveness Passive

  • BEHAVIOUR BREEDS BEHAVIOUR

    What you think and

    feel

    How you behaveHow others think and feel

    How others behave

  • INTENTIONS Cooperativeness: - The degree to which one party

    attempts to satisfy other partys concern Assertiveness : - The degree to which one party

    attempts to satisfy his or her own concern

  • ASSERTIVENESS Being viewed as honest, open, and forthright Stand up for their rights

  • DEALING WITH AGGRESSIVE BEHAVIOUR Use your assertiveness skills Acknowledge their emotions Use active listening skills Dont take it personally Use neutral posture, tone of voice and facial

    expression Maintain eye contact but do not try to outstare

    them.

  • DEALING WITH PASSIVE BEHAVIOUR Empathize Be patient Offer support Use coaching skills to draw them out Allow silence in your conversation Ask open questions Watch for non-verbal responses Be firm and persistent

  • PRACTICE ASSERTIVENESS A co-worker comes into your office and say,

    Pandey, I need 20 of your people to work on this project immediately.

    Your boss says, I dont see any real reason to continue this discussion.

    Your spouse says, I cant go to book the tickets that you need.

  • EXERCISE II

    Environment

    Capability

    Values

    Identity

    Purpose

    Behaviour

    Feeling

    Think of a particular incident when you wanted to stand up for yourself but could not

  • EXERCISE III Create a list of people/situation with whom you

    find difficulty in asserting yourself (may include your boss).

  • PEOPLE My boss My colleagues People in authority People who report to me Superior people My parents

    SITUATION Saying NO at work Refusing invitation to events I do not wish to attend Being firm with my/others misbehaving children Disciplining subordinates at work Standing up for myself with the boss

  • WHY IT IS DIFFICULT? The time or place may not be right You may be afraid You may not want to offend that person You may not know how to word your feelings

    appropriately You may lack confidence You may be denying your rights or feelings

  • DEALING WITH ASSERTIVENESS Clarify your won feelings to yourself about an

    issue which is bothering you Communicate clearly and calmly your perception

    and feelings Dont attack, blame or hurt the other person Open the discussion without eliciting

    defensiveness form the other person

  • HOW TO DO IT Using- I statement Broken record

  • THE PRINCIPLE OF WIN/WIN

    NEED FIRST SOLUTION

    LATER

  • COMPROMISE SHOULD

    ALWAYS BE THE LAST RESORT

  • Ass out of U and ME

  • UNCOVERING NEEDS Explain what needs are and why they matter Shift from solution to needs Ask Why? Ascertain their concerns Listen Do not confuse your own needs with those of

    others Encourage them to be specific Establish as many needs as possible Find out where the differences dovetail Keep moving from positions to interests Brainstorm the options

  • DO YOU KNOW YOUR RIGHTS? Aggressive people will attempt to claim their

    rights with no consideration for the rights of others (rights without responsibility)

    Passive people will deny their own rights, while making sure everyone elses wants, whether right or wrong, are considered first

    Assertive person will claim their rights, and extend the same privilege to others

  • COMMON ASSERTIVE RIGHTS Be treated with respect and consideration Hold my own views and have them heard Remain silent Have my feelings taken seriously Make my own decisions and cope with the conse