Module 7 Conflicts
Transcript of Module 7 Conflicts
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MODULE-7Conflicts in organization
Conflict at Work
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MODULE-7Conflicts in organization
•Conflict is a situation where two or more parties feel themselves in opposition.•Conflict is interpersonal & arises from disagreements•Disagreements may be towards attaining goals, methods adopted to achieve etc•Conflicts arise due to task interdependence, ambiguity of roles, policies, rules….•Knowledge & understanding of conflicts is essential to resolve it.
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Sources of conflicts:
1.Organizational change.2.Different sets of Values.3.Threat to status.4.Contrasting Perceptions5.Lack of Trust.6.Personality clashes.
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1.Organizational changes
• People holding different views over the directions to go, the routes to take & the resources to be used & the profitable outcome.
• With the pace of technological, political & social changes increasing in the market place-organizational changes are evident.
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2.Different sets of values
• People hold different sets of beliefs• They adhere to different value system• The philosophies may divulge• Ethical values may lead them into different
directions• The result is Conflict
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3.Threat to status
• The social rank of a person in a group is important to an individual.
• Status & its maintenance is a driving force to maintain image.
• Conflicts arise between defensive persons & with whoever creates threat to status.
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4.Constrating Perceptions• People perceive things differently• It is based on experience & expectations• Since perceptions are very real to them, they
feel that their perception must be equally apparent to others.
• They sometimes fail to realize that others may hold contrasting perceptions.
• Conflicts may arise unless employees learn to see thinks as others see them & help others to do the same.
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5.Lack of Trust
• Every continuing relationship requires trust• It is the capacity to depend on each others
words & actions.• Trust opens up boundaries, provides
opportunities in which it acts & enriches the entire social behavior in organizations.
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6.Personality Clashes
• The concept of individual differences is fundamental organizational behavior.
• Thinking, feelings, looks or acts are not alike.
• Some people rub the wrong way & it leads to clashes between individuals.
• Personality differences cause conflicts• Employees need to accept, respect &
learn to solve differences.
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Levels of Conflicts
Intrapersonal Conflict:• Conflicts within individuals• Because of dual responsibility.• Competing roles are taken• Finance & HRM• Finance & Marketing
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Interpersonal Conflict:
• Between two individuals• Effects a persons emotions• Need to protect self image• When self concept is threatened• Conflicts develop from failure perception• Conflicts arise due to ineffective
communication
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Intergroup Conflict:
• Between two departments• To gain power• Different view points• Shortage of resources• Group loyalty
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Perception of Conflicts
1.Constructive
2.Distructive
3.Paricipant intentions
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1.Constructive perception
• It is at intergroup level• It is to solve critical problems• Sometimes unless issues open it cannot
be solved• Constructive perception about conflict is a
motivating force• It should be at moderate levels
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2.Distructive Conflicts
• Are true at interpersonal levels• Outcome of such conflict does not benefit
either the individual or organization• Such conflicts cannot be understood nor
explored.• Are de-motivating in nature• Some times halts production
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3.Participents intentions
• Conflicts outcome is the product of participants intentions
• E.g. Mr. “A” may actually seek to loose in a conflict with Mr. “B” with an perceived interest.
• Winning participant intentions is vice-versa where he does not comprise as his perception is to win.
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Conflict Resolution Strategy
1.Avoiding Strategy2.Smoothing3.Forcing4.Compromising5.Confronting
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1.AvoidingPhysical of mental withdrawalLow concern for either partiesLose-Lose situation
2. Smoothing:Accommodating the other parties interest Lose-win situation
3.Forcing:Using powerSkills, tacticsTo achieve, dominationAggressionWin-lose situation
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•END
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4.compromising:Search for middle groupWilling to give up somethingIn exchange for gainModerate degree of concernNo clear outcome
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5. Confronting:Facing the conflict directlyMutual satisfactionProblem solvingWin-Win out come
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Model of conflict outcome
3
WIN-LOSE
4
WIN-WIN
1.
LOSE-LOSE
2.
LOSE-WIN
Individual B out come
Indi
vidu
al
A o
ut c
ome WIN
WINLose
Lose
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1.Causes for conflict*Organisational Changes*Different sets of values*Threat to status*Contrasting Perceptions*Lack of Trust*Personality clashes
2.Perception of conflict*Constructive*Destructive
3.Participants intentions
WinningLoosing
4.Resolution StrategiesAvoidingSmoothingForcingCompromisingConfronting
5.Conflict outcomesLose-LoseWin-WinWin-LoseLose-Win
Conflict Resolution Process
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Assertive Behavior• Self confident, self assured, firm.
aggressive• Assertiveness is the process of expressing
feelings either good or bad• It is asking for legitimate changes• It is giving & receiving honest feedback• An assertive individual is not afraid to ask• Assertive v/s Affective behavior
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Stroking:• People seek stoking un their interactions with
others• It is defined as an act of recognisation such as
physical, verbal, non-verbal with others.• Primary method of stroking is verbal.• Strokes may be positive or negative• Positive stroke make u feel good when received• Negative strokes hurts physical & emotions
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Life Positions• Also known as interpersonal orientations• Every person exhibits 4 orientations• The philosophy remains in persons life
time unless some experiences occur & effects on behavior
• Although one orientation dominates the other, the other three also has their implications on ones life
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I am ok
you are not ok
I am ok
your ok
I am not ok
You are not ok
I am not ok
You are ok
Attitude towards others
Atti
tude
tow
ards
sel
f
Positive
Positive
Negative
Negative
Life Positions
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Transactional Analysis• Developed by Dr Eric Berne, 1950• TA is a social psychology to improve
communication• The theory outlines how we develop & treat
ourselves• It offers suggestions that enables us to change
& grow• Them-people can change, we have the right to
be in the world & be accepted.
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Transactional Analysis-Ego Status
• Ego refers to how we are made up & how we relate to others.
• It is the way we think, feel & behaveEGO
Adult Ego Child EgoParent Ego
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Parent Ego:
• It is a set of feelings, thinking & behavior• Copied from our parents & are significant
to others.• Develops as we grow• Caretakers• Most common in Joint families
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Types of parent ego1.Neroushing Parent Ego:Love Affection
2.Commanding Parent Ego:DictatingDirecting
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Adult Ego:• Deals with the thoughts of today• It is not influenced by our past• Spontaneous & is aware of the strengths• It sees people as they are• No assumptions
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Child Ego:
• Behavior is like a child• Neglects work, responsibility• It is replayed from our past• E.g. When your boss calls you, you go late
an give some childish answers• Outcome of your learning of the past• Difficult to assess
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Creating a Conflict-Positive
Organization
ConflictPositive
Value diversity and confront differences
Seek mutual benefits, and unite behind cooperative goals
Empower employees to feel confident and skillful
Take stock to reward success and learn from
mistakes
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