Lecture 5 &6 Understanding Conflicts

8/7/2019 Lecture 5 &6 Understanding Conflicts

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Human Resource Management

Crisis and Conflict Management

Lecture 05: Understanding Conflicts

By

Shahid Adil


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Contents

System basis of Conflict

Counterproductive Conflict

Theories of Causation

Identifying Conflict Stages

Three Stages of Conflict

Coping, Management, and Intervention Strategies


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System Basis of Conflict

A system is an entity that maintains its existence and functions

as a whole through the interaction of its parts. An

organizational system consists of the following parts.

People Structure

Culture


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Counterproductive Conflict

Changes in one part of the system influence an

other and loop back to the original.


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Psychic Energy Human mind is a reservoir of psychic energy

Energy must be released

Conflict can be dealt with by providing individuals withalternative activities

Win-lose Climate Human behavior is determined how individuals see the

world Interdependence of the parties involved

Mutual gains

Zero-Sum or win-lose (ones gain will be others loss)


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Social exchange Calculation of rewards and costs by people who are

interdependent

Self interest

Interpersonal relationship

Fairness and equity (perceptions of reward balanced with

perception of the potential effect on relationship

Exchange of resources (Economic +Social)

Conflict occur when one party feels-resources offered >cost


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Ineffective human relations

Supervisor-subordinate relationship

Determined by individual behavior Assertiveness-Intended to satisfy ones own concerns

Cooperativeness-intended to satisfy the others concern

These components are combined can result in any five

styles: competing, avoiding, collaborating orcompromising each style raises different conflict

possibilities


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Seeing things differently View the same event or conversation reach differing conclusions

Our beliefs are affected by many influences

We do not believe what we see instead we see what we believe

Our beliefs are effected by many influences

We decide what something mean by interpreting events or message

How we interpret them may cause a conflict Social Confrontation

One person signals to another that his behavior is violating a rule or expectation thatgoverns relationship

An employee is charged with violating the rule (If employee disagrees, conflict exists)

Starts from disagreement on any issue

Reciprocity

When one person respond in kind to another party's behavior Negative actions are met with negative actions

May work in positive behavior

Inter group differences Human need for self identity- people define themselves by identifying the groups they belong to

Group polarization-we- they context


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Conflict Stages


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Effective conflict

managementresults when you develop and implement a deliberateconflict strategy.


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Different levels of conflict involve varying degrees of

emotional involvement and intensity.


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Stage One

Everyday Concerns and Disputes

The least threatening of conflicts, stage one conflicts can bestbe addressed with coping strategies.


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Three Stages of Conflict Cont.

Stage Two

More Significant Challenges

With their longer-term consequences and higher emotionalinvolvement, managing stage two conflicts requires more

training and specific management skills.


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Three Stages of Conflict Cont.

Stage Three

Overt Battles

Even nice people can become harmful to others during stagethree conflict when volatile emotions are furious and the

desire to win is surpassed by the desire to punish.


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Coping, Management, andIntervention Strategies


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Coping Strategies

Stage OneAvoidance

Obliging (it is a slightly stronger form of avoidance)

Initiating a process that examines both sides.

Asking Is this event isolated or do the feelings reflect

previous disagreements?

Identifying points of agreement and disagreement.


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Management Strategies

Stage Two

Create a safe atmosphere.

Be hard on the facts, soft on the people.

Do the initial work as a team.Stress the necessity of equal responsibility.

Look for middle ground but do not suggest compromise.

Allow time to pull competing parties toward acceptable

ground.Competing parties should be seated next to each other rather

than across a table. A round table also works well.


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Intervention Strategies

Stage ThreeNegotiation: Requires parties to sit across from one another

and work through the conflict in the presence of an outside

agent.

Mediation: Both sides present their case to the intervention

team and the team facilitates discussion and encourages

movement toward a mutually acceptable solution.

Arbitration: Each side presents its best case; the intervention

team chooses one side over the other.


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The Iceberg of Conflict

Issue

Personality

Emotions

Interests, Needs, and Desires

Self-Perceptions and Self-Esteem

Hidden Expectations

Unresolved Issues from the Past


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THANKS


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MBA (Human Resource Management )

Crisis and Conflict Management

Lecture 06: Minimizing Conflict

By

Shahid Adil


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Contents

Conflict Management Paradoxes

Conflict Management Actions

Conflict Management cycle

Conflict Management Ethics

Conflict Resolution Dependency Cycle

Maintaining Trusting Environment


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What are Paradoxes

Paradoxes are proposition that seem self-

contradictory but in reality contain more than agrain a truth.


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Management often must create conflict Must encourage disagreement by bringing people together with

different perspectives and ideas

Management is accountable to stakeholders whose interests may be inconflict. Many of these cannot be addressed without negatively

affecting others. Management actions that create conflict:

Forcing change that interferes with the status quo

Establishing values that require actions that conflict with the interests ofsome employees

Communicating performance expectations-do more or different things

Establishing workplace policies which conflict behavior of employees Making distinctions among employees that cause one employee to win and

other to lose

Firing employee-may be best alternative


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Management resolving conflict-Does more

harm than Good

When conflict is between employees-management

is not party-manager need not to intervene

If intervene-may continue escalated or end

If continue-managements failure-matter may be

worse Even if resolved-relationship may be worsened-

loss of confidence



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The best way to resolve conflict fast to go

slow-when management a party

Management should intervene when itself is a party

Take time in investigation

Resolving conflict causes new conflict

unmet desires- often results into conflict

Maslows hierarchy of needs-addressing lowerorder needs shift conflict to higher order need.


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Management can best manage conflict in

others by managing itself-three reasons

Clarifies Expectations

Provides a role model-how to meet expectations

Encourages Positive Reciprocity-Something is given to

another in response to the others initiative.

Employee reaction to the management initiatives

Reaction to the process management How management reacts to employee concern


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Minimize the level of Counterproductive Conflict

Set initial conditions to minimize conflict

It must develop a system to provide incentive to employees

Do not cause or escalate conflict

Cause suppressed conflict to be surfaced

Conflict is acknowledged and brought into open as

appropriate from the view point of those who are able and

willing to address it.

Processes-information sharing, discussions, emotional

release and negotiation


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Ensure effective Dispute Resolution of conflict When management is involved in resolving conflict it should provide a

process to accomplish following objectives

Corrects negative behavior

Provides satisfactory outcomes Produces durable resolutions

Fosters effective long term relationships

Is cost effective

Learn from dispute resolution and apply that learning tofurther minimize conflict Continuous-improvement element to minimize conflict

Individual learning

Organizational learning


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Conflict Management Cycle

Minimize Conflict

Surface

Resolve

The

Conflict

Learn

(feedback)


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Ethics

The inner-guiding moral principles, values and beliefs that people use

to analyze or interrupt a situation and then decide what is right or

appropriate way to behave.

Management must be effective in management of ethics

Managers must themselves act ethically

Managers Role

Managers have certain rights

Easy to favor the employee to avoid conflict-not necessarily the ethicalthing

Managers have responsibilities to many stakeholders and interests of all

must be considered


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The Employers Power Employer have right to hire employee, set wages, hours, conditions of work and terminate when

appropriate

Many local and federal laws encroach these rights

Managements substantive rights combined with right to require action can raise ethical dilemma

Management should avoid arbitrary use of its power and apply standards in good faith whilemaking employment decision.

Confidentiality Management obtain personal information about employees

When involved in resolving conflict need additional information

Management should use this information for the purpose of resolving dispute.

Management may disclose information with the consent of the employee

Favoritism It is form of discrimination

May raise ethical issues as it violates the principal of equity

Management should make a judgment as to whether the purpose of differing is justified


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Guidelines for addressing ethical

issues in conflict

Following the law is not enough

Decisions must be supported by reasons

Decisions must fairly, honestly and impartiallyaddress the interests of everyone

Lecture 5 &6 Understanding Conflicts

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