Conflict management

Conflict Management

Najibullah Safi, MD, MSc. HPMNPO/PHC, WHO - Afghanistan

04/08/23

Learning objectives

• By the end of the section learners will be able to:– How the view explains our differences – Differences in personality types– Define conflict– Discuss the positive and negative aspects of conflict– Explain causes of conflict– Explain different types and styles of conflict

management

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Introduction

No matter who are you, or where you live, if you are in contact with other people you are likely to face some form of conflict, be it a minor irritation or an earth- shattering row

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How the view explains our differences

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How the view explains our differences cont.

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• If you want a true view of anything, you must look at it from every angle

• If you stick to your own point of view, you will sit on the point and lose the view

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Explore different perspectives for richer solution

Expand your view to grow in wisdom

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Differences in personality types

• Go getter– Straight forward– Result focused– Meet the deadlines– Talk to the points– Do not listen to people problems

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Differences in personality types cont.

• Carer – Warm friendly– Sensitive, modest – Good listener – Dislike conflict – Seldom critical – Reluctant to be too direct – Two way communication

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• Analytical – Perfectionist– Paying attention to details – Fair, principled – Does not take risk – Reluctant to delegate

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• Socializer – Relaxed, easy going – Accept delays – Changes to schedule – Often ignore protocols – Likes variety and wants things to be different – Open minded

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• Each style has strengths and these can be experienced as weakness by other styles

It is Ok to be different, it is not Ok to dysfunction

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Is conflict inevitable?

• Conflict is not inevitable simply because we are different

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Conflict starters

• Blame, accuse, interrupt, patronize, contradict, exaggerate, personal insult, hostile language, bring up the past, make assumptions, use labels or put downs

• Don’t accept what the other person says• Use:– You never… you always… you should …

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Circumstances can escalate conflict

• Tiredness• Stress• Insecurity• Illness• Mood• Alcohol

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Road to breakdown

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• Discussion – Respect for each other’s view point – Acceptance of the other’s values – Broadening of perspectives

• Debate– Openness to your ideas– Respect for your viewpoint

Road to breakdown cont.

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• Argument– Disregards for other’s viewpoint – Arguing from own perspective only – Polarization

• Conflict – Demand that you behave, as I want – Highly personalized argument – Lots of should– Blame, accusation, put-downs

Road to breakdown cont.

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• Breakdown – Silence – Cold war – Separate lives

What are the choices?

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• The greater the difference, the more difficult to maintain harmony in relationship – Discuss and debate our differences, respecting each

other’s opinion – We can argue about these differences, we are

convinced that we are right – Move to conflict, imposing our way of doing things

Are you building a bridge or a barrier?

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• Bridge mind set:– You are ok– Let’s work together– I want us both to win – I want power with you– Your needs are more important – We have a mutual problem to be solved

Are you building a bridge or a barrier? Cont.

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• Some bridging words: – us, we, our, can, let’s talk, appreciate, alternatives,

what do you need, what do you think, help me understand …


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• Barrier mind set:– I am right – You should change – You are the problem – I want power over you– I want to prove you are wrong – I am indifferent to your needs, my needs are more

important that yours


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• Barrier mind set words :– Me, you should, waste of time, your problems is, that

won’t work, out of question, that is my final word, this is non negotiable …

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What is conflict?

• A battle, contest or opposing forces existing between primitive desires and moral, religious or ethical ideas (Webster’s Dictionary)

• A state of incompatibility of ideas between two or more parties or individuals

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Conflict management is the practice of identifying and handling conflict in a sensible, fair and efficient

manner

What is conflict management?

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Antecedent conditions

• Scarce resources• Conflicting attitude• Ambiguous jurisdiction• Communication barriers• Need for consensus• Unresolved prior conflicts

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Types of conflict

• Inter-personal and intra-personal• Inter-group and intra-group• Competitive and disruptive

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Conflict process

Antecedent conditions

Perceived conflict Felt conflict

Manifest behavior

Conflict resolutionor suppression

Aftermath28

How to create conflict?

• Take credit, no recognition • Be judgmental• Send written messages• Subordinate should come to see me• Make yourself inaccessible to your team• Come tomorrow• Introduce change without consultation or discussion

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General causes of conflicts

• Poorly defined goals• Divergent personal values• Lack of cooperation/trust• Competition for scarce resources• Unclear roles/lack of job description

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Effects of conflict in organizations

• Stress• Absenteeism• Staff turnover• De-motivation• Non-productivity

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Results of conflict

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Win-Win Lose-Win

Win-Lose Lose-Lose

I win I lose

You win

You lose

Understand and mange your feelings

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• Recognize the anger • Venting – Try speaking about your anger rather than speaking

from your anger

• Suppressing– Unexpressed conflict is still conflict

• Releasing – Talking with friends, sports, meditation,

relaxation …

Understand and mange your feelings cont.

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• Lower the volume of your voice • Slow the rate of speaking • Breath from the stomach • Soften the face muscle • Delay before responding • Listening is a key

Methods to deal with conflicts

• Competition (win-lose situation)• Accommodation (win-win situation)• Avoidance (lose-lose situation)• Compromise (lose-lose situation)• Collaboration (win-win situation)

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Steps to resolve conflicts• Assure privacy• Listen actively• Maintain equity• Focus on issue, not on personality• Avoid blame• Identify key theme• Re-state key theme frequently• Encourage feedback• Identify alternate solutions• Give your positive feedback• Agree on an action plan

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Key skills for collaboration

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• Listening acceptingly• Understand first, respond second – Understanding changes the expectation– Understanding leads to fewer demands– Understanding is the foundation for agreement

• Talk constructively • Problem solve• Fight the problem NOT the person

Is conflict constructive?

• A conflict is constructive only if as a result: – The relationship is stronger – You understand each other more – There is greater willingness to meet each other’s

needs– There is greater trust– You have resolved the sources of future conflict– There are richer perspectives

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How to prevent conflicts

• Frequent meeting of your team• Allow your team to express openly• Sharing objectives• Having a clear and detailed job description• Distributing task fairly• Never criticize team members publicly• Always be fair and just with your team• Being a role model

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Conclusion

Conflict is unavoidable

• Complexity of organizational relationship• Interaction among workers• Dependence of workers on one another

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Conclusion (Cont’d)

• Conflict is a healthy sign not a negative process

• It reflects dynamics

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Conclusion (Cont’d)

• Poorly managed conflicts• Unfavorable with counter productive results• Problems and negative attitude

• Well managed conflicts• Stimulate competition• Identify legitimate differences• Powerful source of motivation

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Conflict management

Technology

Transcript of Conflict management