Confl ict Management

• Conflict is a necessary and healthy part of the life of all organizations.

• Conflict on the job usually represents the normal competitive urge present in most individuals.

• Conflict on the job is always the result of personality clashes.

About Confl ict

• Conflict is a primary source of stress on the job.

• One of the benefits of conflict on the job is that it sometimes produces useful change.

• Conflict arises when there is potential for one party to negatively impact another party:

Supervisor – subordinate relationshipsTeam membersCustomer interactionsOrganizational changeClash of Interest

About Confl ict

Communication problemsAmbiguityMixed messages

Verbalize one thing, yet your body language says another

Lack of OpennessGoal incompatibility

Sales department versus credit department

Dependence issues One group (accounting) dependent

upon another (MIS)

Why Confl ict

Personal factorsPersonality clashes

Type A versus Type B

Value systems National culture dimensions Different emphasis on quality or quantity Different perception and area of interest. Differences in Perspectives Seeking power Dissatisfaction with management style Weak leadership

Contd…

Body language Disagreements, regardless of issue

Withholding bad news

Surprises

Strong public statements

Airing disagreements through media

Conflicts in value system

Confl ict Indicators

Desire for power

Increasing lack of respect

Open disagreement

Lack of clear goals

No discussion of progress, failure relative to goals, failure to evaluate the superintendent fairly, thoroughly or at all.

Contd…

If a problem can be If a problem can be solved, no need to solved, no need to

worry about it.worry about it.

If a problem cannot be If a problem cannot be solved what is the use of solved what is the use of worrying?worrying?

Worry As Cause Of Confl ictWorry As Cause Of Confl ict

Worrying for situations which never happens. 40%Worrying for situations which has happened in the past 30%Worrying for situations which concerns others. 12%Worrying for illness which may be real or imaginary 10%Situations which needs attention, Competence and Opportunity to prove. we should not be worried but should be concerned.

8%

One can avoid conflict if we understand the above life situations.

We listen &Find Solutions

EGOSELF

Remain at Base LevelAccept Authority of Other

EGOOTHER PERSON

Ego Cause Of Confl ict- Mind BlockageEgo Cause Of Confl ict- Mind Blockage

We hear & don’t Listen

TENSION

CONFLICT

FRUSTRATION

HELPLESSNESS

INSULT

ANGER

DEPRESSION

STRESS

Confl ict A Silent Kil lerConfl ict A Silent Kil ler

AGRESSION

Types of Confl ict

Constructive Confl ict

Results in clarification of important problems and issues.

Results in solutions to problems.Causes authentic communication.Helps release emotion, anxiety, and stress.Builds cooperation among people through

learning more about each other.Helps individuals develop understanding and

skills.Helps people "be real", for example, it

motivates them to participate. Helps people learn how to recognize and

benefit from their differences.

Destructive Confl ict

Takes attention away from other important activities.

Undermines morale or self-concept.Polarizes people and groups, reducing

cooperation.Increases or sharpens difference.Leads to irresponsible and harmful behavior,

such as fighting, name-calling.Hampers productivity.Lowers morale.Causes more and continued conflicts.Causes inappropriate behaviors.

If We Handle Life Situations Well , the Confl ict can be

better Managed

Functional Confl ict

Functional ConflictConflict that supports the goals of the group and improves performance

“When two people in business always agree, one of them is unnecessary” “You put a lot of smart people in a room and listen to them duke it out,

and the best idea will pop out”Task conflict

Conflicts over content and goals of work Low to moderate level is functional Stimulates discussion and ideas

Managing Functional Conflict

Encouraging Functional Conflicts

Encourage dissent by asking tough questions.Bring people with different points of view.Designate someone to be a devil’s advocate.Ask the team to consider an unthinkable alternatives.

Dysfunctional Confl ict

Conflict that hinders performanceRelationship conflict

Stems from interpersonal relationshipsPersonality clashes, value differences

Results in hostility & frictionDecreases mutual understanding and makes task completion more

difficult

Managing Dysfunctional confl ict

Managing Dysfunctional ConflictsMediates the conflictsArbitrate the conflicts.Control the conflicts.Accept the conflicts.Eliminate the conflicts.

The Conflict Process

Collaborating: win/win

Compromising: win some/lose some

Accommodating:

lose/win

Competing: win/lose

Avoiding: no winners/no losers

5 Confl ict Management Strategies

Resolving Team Confl ict• Conflict is an emotional disturbance or disagreement

Six Steps to Manage Team Confl ict

Clarify and identify the cause of conflict

Determine the common goal Determine options Determine and remove the barriers Determine solution that everyone

can accept Acknowledge solution: win-win

solution

Confl ict Resolution

Super-ordinate goalsOverarching, shared goal that cannot be attained without

cooperation of each of the conflicting partiesAltering structural variables

Changing the organizational chart Reporting relationships

Create joint-task forces Gain appreciation of each others (groups) constraints and

needs Altering individuals

Human relations trainingTransfers

Confl ict Resolution

MediationNeutral third party attempts to find mutually beneficial trade-offs,

suggests alternatives & serves as a sounding board for the conflicting parties Growing area of legal practices 60% of cases in mediation reach settlement

ArbitrationNeutral third party can dictate an agreement

Allows parties to avoid the high-costs of going to trial Always results in settlement

• Problem solving

• Super co-ordinate goals

• Expansion of resources

• Avoidance

• Smoothing

• Compromise

• Authoritative command

• Altering the human variable

• Altering the structural variables

Close your eyes – Relax

Wear a Gentle Smile

Go in deeper Relaxation

Deep Breathe

Gently roll up your Eyeballs

Surrender to Subconscious Mind

Handover the problem to subconscious mind

(Now go to sleep – Expectantly)

Visualize Results / Express Gratefulness next morning

(Before opening your eyes)

to delegate,all you needisfaithin the other person ...

Andfaith

movesmountains !

When you think positively about yourself, you work harder at what you want to do - and give up less easily.

You make a better impression on others, which encourages them to help you.

When you think more positively about your colleagues, employees, spouse and children, you build stronger and more productive relationships - leading to greater success at work and at home.

• No Matter what Attitude we adopt, the flow of life continues but in the moment we do have choice about the direction in which we lean.

•When we resist the flow, life becomes more difficult.

“ Positive Attitude Means Leaning In The Direction In Which Life Is Flowing”

Building Posit ive Attitude

•Look for goodness in people•Build a positive Self Esteem

•Avoid Negative Influences

•Work on Continuous Self Development

Attitude Activator

Personality Attitude In Action

Result

• Anticipation • Expectation • Hope • Confidence • Faith • Patience • Humility • Love • Belief

• Enthusiastic • Courageous • Optimistic • Cheerful • Sincere • Warm • Relaxed

• Success • Recognition • Happiness • Growth • Admiration • Friends

Attitude Activator

Personality Attitude In Action

Result

• Fear • Doubt • Envy • Anger • Conceit • Self Pity • Suspicion • Indecision • Criticism

• Inconsiderate • Pessimistic • Weak • Cold • Sour • Irritable

• Worry • Tension • Frustration • Failure • Sickness • No Friends

“ A young lady was waiting her fl ight in the boarding room of a big airport.

As she would wait for many hours, she decided to buy a book to spend her time. She also bought a packet of cookies.

She sat down on a airmchair , in the VIP room of the airport , to rest and read in peace.

Beside the airmchair there was the packet of cookies, a man sat down, opened his magazine and started reading.

When she cought the f irst cookie, the man

cought one also. She felt herself

infuriate but didn’t say anything. She just

thought: “What a nerve! If I

was in the mood I would punch his eye

not to forget this daring!”

To each cokkie she cought, the man cought one either.

That was letting her infuriated but she couldn’t react.

When remained only one cookie, she thought: “ah. . . What this abused man wil l do now?”

Then, the man, divided the last cookie in the middle, giving her the half.

Ah! That was too much!

She was too much angry!

Then, she caught her book, caught her things and headed to the boarding place .

When she sat down in an armchair , inside the plane, she looked into her purse to catch her eyeglasses, and, to her surprise , her packet of cookies was there , untouched, c losed!

She felt so much

ashamed!! She real ized

that she was the

wrong one. . .

She had forgotten that her

cookies were kept into her purse.

The man divided his cookies with her , wihtout feel ing infuriated, nervous or mad.. .

. . .while she was been very mad,

thinking that he was dividing her

cookies with him.

but there was no more t ime to

explain herself . . . Nor to

apologizes!”

There are 4 things that u can’t recover. . .

The stone...

...after shot!

The word... ...

...after pronounced!

The occasion...

... after lost!

The time...

...after gone!

Forgiveness is your Biggest Asset

Coping With Stress

ERADICATION

40% NEVER HAPPEN

30% IN THE PAST CAN’T-BE-HELPED 12% CONCERNS

OTHERS NONE-OF-YOUR-BUSINESS

10% IS SICKNESS

REAL- OR- IMAGINARY

8% ARE

THE SITUATIONS FACED IN THE

PRESENT WHICH MUST

NEVER BE IGNORED

PROBLEMSBLESSING

OR

CURSE

IT IS INDEED A COMPLIMENTON THE COMPETENCE

GAINED IN THE PAST

FEEL HONOURED

IT IS AN OPPORTUNITY

TO DEVELOP FURTHER

COMPETENCE FOR THE

FUTURE

BE THANKFUL

Manage The Situation

And Stress Stands ERADICATED

Learn To Unlearn The Stressful Habits

And Learn To Develop On The Relevant Ones

living

A STRESS-FREE LIFE

NORMALLYTHE PRACTICE IS TO UNDERSTAND FIRST

AND THEN TRY TO ACCEPT

WHICH COULD

WASTE PRECIOUS TIME

AND OTHER RESOURCES

ACCEPT THE PRESENT LEVEL

FIRST WITH A

THEN DEVELOP RELEVANT

UNDERSTANDING

AND PLAN TO MANAGE

ACCORDINGLY

Remember The Best May Not Be Always Available To You

Whatever You Have In The

Present Put Efforts To

Develop That As The Best FOR YOU

ACCEPT THE PRESENT

AS IT ISBUT NEVER ACCEPT

THE LINKED CONSEQUENCES

MUST USE YOUR JUDGMENT TO PLAN FUTURE

STRATEGY

WORRY AND RESPONSIBILITY

GO IN THE OPPOSITE

DIRECTIONS

ENERGYWORRY WORRY (Waste)(Waste)

RESPONSIBILITYRESPONSIBILITY(Investment)(Investment)

20%20% 20%20% 60%60%

50%50% 50%50% NILNIL

MIND CAN’T FUNCTIONMIND CAN’T FUNCTION

100%100% 100%100%FROM BODY’S FROM BODY’S RESERVE RESERVE QUOTA OF QUOTA OF ENERGYENERGYFEELING FEELING

LIFELESSLIFELESS

[80%][80%]

WHEN YOU WORRY

YOUR ENERGY IS DIVERTED TOWARDS

WORRY

AND IS WASTED

YOUR WISDOM SAYS

Do not Waste Your Precious Energy In Worry

Instead Invest It In

Responsibility

DOES PRACTICE

MAKE A PERSON

PERFECT?

PRACTICE GENERATES PERMANENCE

MUST TAKE A DECISION

PRACTICE NOT TO WORRY

USE POSITIVE

WORD

CONCERN

INSTEAD OF WORRY

UNDERSTANDING

WORRY SITUATIONS

Max & Max

Meet MaxMax is a dog of the finest breeding.He was rigorously trained to retrieve game at the

slightest nod from his owner.He is slightly motivate to serve his master’s needs.

Meet MaxMax is talented, amiable, full of energy, and well

educated.He is anxious to enter the arena of customer service

and make a contribution, and he’s bursting with innovative ideas.

Meet Mr. HaroldMr. Harold is an average manager of customer

service for New World Imports.Service is the byword in his department.He has some untapped ideas about customer service.

Max and MaxMax and Max both have new opportunities – a

chance to learn, a chance to show their stuff.Each comes to learn about limits, though: stay on the

lawn; get your own job figured out first, then you can start worrying about mine.

• Conflict is a necessary and healthy part of the life of all organizations.

• Conflict on the job usually represents the normal competitive urge present in most individuals.

• Conflict on the job is always the result of personality clashes.

About Confl ict

• Conflict is a primary source of stress on the job.

• One of the benefits of conflict on the job is that it sometimes produces useful change.

• In resolving a conflict, a team leader must determine whether the cause is :

a) Personality clash b) The way the work is structured.

Contd…

When there is potential for one party to negatively impact another party:

Supervisor – subordinate relationshipsTeam membersCustomer interactionsOrganizational changeClash of Interest

What is Confl ict

Communication problemsAmbiguityMixed messages

Verbalize one thing, yet your body language says another

Structural variablesGoal incompatibility

Sales department versus credit department

Dependence issues One group (accounting) dependent

upon another (MIS)

Why Confl ict

Personal factorsPersonality clashes

Type A versus Type B

Value systems National culture dimensions Different emphasis on quality or quantity Different perception and area of interest.

Contd…

Causes of Confl ict:

• Personality differences

• Value differences

• Differences in Perspectives

• Differences in Goals

• Differences in Departmental

Allegiance

• Ambiguities about responsibilities

Poor communication

Seeking power

Dissatisfaction with management style

Weak leadership

Lack of openness

Change in leadership

Beginning of Confl ict

Body language Disagreements, regardless of issue

Withholding bad news

Surprises

Strong public statements

Airing disagreements through media

Conflicts in value system

Confl ict Indicators

Desire for power

Increasing lack of respect

Open disagreement

Lack of candor on budget problems or other sensitive issues

Lack of clear goals

No discussion of progress, failure relative to goals, failure to evaluate the superintendent fairly, thoroughly or at all.

Contd…

Constructive Confl ict

Results in clarification of important problems and issues.

Results in solutions to problems.Causes authentic communication.Helps release emotion, anxiety, and stress.Builds cooperation among people through

learning more about each other.Helps individuals develop understanding and

skills.Helps people "be real", for example, it

motivates them to participate. Helps people learn how to recognize and

benefit from their differences.

Destructive Confl ict

Takes attention away from other important activities.

Undermines morale or self-concept.Polarizes people and groups, reducing

cooperation.Increases or sharpens difference.Leads to irresponsible and harmful behavior,

such as fighting, name-calling.Hampers productivity.Lowers morale.Causes more and continued conflicts.Causes inappropriate behaviors.

Types of Confl ict

The Conflict Process

Managing confl ict

Encouraging Functional Conflicts

Encourage dissent by asking tough questions.Bring people with different points of view.Designate someone to be a devil’s advocate.Ask the team to consider an unthinkable alternatives.

Functional Confl ict

Functional ConflictConflict that supports the goals of the group and improves performance

“When two people in business always agree, one of them is unnecessary” “You put a lot of smart people in a room and listen to them duke it out,

and the best idea will pop out”Task conflict

Conflicts over content and goals of work Low to moderate level is functional Stimulates discussion and ideas

Dysfunctional Confl ict

Conflict that hinders performanceRelationship conflict

Stems from interpersonal relationshipsPersonality clashes, value differences

Results in hostility & frictionDecreases mutual understanding and makes task completion

more difficult

Managing Dysfunctional confl ict

Managing Dysfunctional ConflictsMediates the conflictsArbitrate the conflicts.Control the conflicts.Accept the conflicts.Eliminate the conflicts.

Collaborating: win/win

Compromising: win some/lose some

Accommodating:

lose/win

Competing: win/lose

Avoiding: no winners/no losers

5 Confl ict Management Strategies

Win – Win Negotiation

Ask from yourself.

Do you feel that someone is continually taking advantage of you?

Do you seem to have fight aggressively with other to win the resources you need?

Do you struggle to get what you want from people whose help you need but over whom you have little direct authority?

If so you need to brush up your win-win negotiation skills.

The aim of win-win situation is to find a solution that is acceptable to both parties and leaves both parties feeling that they have won.

Effective negotiation skills helps you to resolve where what you want conflicts with what someone else wants.

Win – Win Negotiation

Inputs for a Successful NegotiationDepending on the scale of disagreement one should think through thefollowing points before starting the negotiation:

Goal for negotiation

Trades one has for negotiation: - What do you and the other person have that you can trade?- What are you each comfortable giving away?

Alternatives for negotiation if the other person do not reach to the agreement:- Does failure to each an agreement cut you out of future opportunities?

Relationship with the other person:- Will there be any hidden issues that may influence the negotiation? How will you handle these?

Inputs for a Successful NegotiationExpected outcomes from negotiation and action plan for the same:

- What has the outcome in the past and what precedents have been set?

Expected consequences after winning or loosing the negotiation for both the parties.

Who is Powerful negotiator and what powers he has?- Who controls the resources?- Who stands to loose the most if agreement isn’t reached?

Possible Solutions:- What possible compromises might there be?

Resolving Team Confl ict• Conflict is an emotional disturbance or disagreement

Six Steps to Manage Team Confl ict

Clarify and identify the cause of conflict

Determine the common goal Determine options Determine and remove the barriers Determine solution that everyone

can accept Acknowledge solution: win-win

solution

Confl ict Resolution

Super-ordinate goalsOverarching, shared goal that cannot be attained without

cooperation of each of the conflicting partiesAltering structural variables

Changing the organizational chart Reporting relationships

Create joint-task forces Gain appreciation of each others (groups) constraints and

needs Altering individuals

Human relations trainingTransfers

Confl ict Resolution

MediationNeutral third party attempts to find mutually beneficial trade-offs,

suggests alternatives, & serves as a sounding board for the conflicting parties Growing area of legal practices 60% of cases in mediation reach settlement

ArbitrationNeutral third party can dictate an agreement

Allows parties to avoid the high-costs of going to trial Always results in settlement

• Problem solving

• Super co-ordinate goals

• Expansion of resources

• Avoidance

• Smoothing

• Compromise

• Authoritative command

• Altering the human variable

• Altering the structural variables

MeditationClose your eyes – RelaxWear a Gentle SmileGo in deeper RelaxationDeep Breathe Gently roll up your EyeballsSurrender to Subconscious MindHandover the problem to subconscious mind

(Now go to sleep – Expectantly)Visualize Results / Express Gratefulness next morning

(Before opening your eyes)

to delegate,all you needisfaithin the other person ...

Andfaith

movesmountains !

Delegation

If We Handle Life Situations

Well , the Confl ict can be better Managed

Worry As Cause Of Confl ictWorry As Cause Of Confl ict

Worrying for situations which never happens. 40%Worrying for situations which has happened in the past 30%Worrying for situations which concerns others. 12%Worrying for illness which may be real or imaginary 10%Situations which needs attention, Competence and Opportunity to prove. we should not be worried but should be concerned.

8%

One can avoid conflict if we understand the above life situations.

We listen &Find Solutions

EGOSELF

Remain at Base LevelAccept Authority of Other

EGOOTHER PERSON

Ego Cause Of Confl ict-Ego Cause Of Confl ict- Mind Mind

BlockageBlockage

We hear & don’t Listen

TENSION

CONFLICT

FRUSTRATION

HELPLESSNESS

INSULT

ANGER

DEPRESSION

STRESS

Confl ict A Silent Kil lerConfl ict A Silent Kil ler

AGRESSION

Forgiveness is your Biggest Asset