CONFLICT MANAGEMENT

WHAT IS CONFLICT ?

TYPES OF CONFLICT

INTERNATIONAL CONFLICT

EXAMPLE

GROUP CONFLICTS

EXAMPLE OF GROUP CONFLICTS

RACIAL CONFLICTS

INDIA - AUSTRALIA RACIAL CONFLICT

IDEOLOGICAL CONFLICTS

Examples of Ideological Conflict

Mahatma Gandhi Nathuram Godhse

VIDEO

INTRAPERSONAL CONFLICT

EXAMPLE

INTERPERSONAL CONFLICTS

EXAMPLE

VIDEO

INTERSTATE CONFLICT

EXAMPLES

Organizational Conflict

Examples

Religious conflict

EXAMPLE

The Conflict Process

Stage I: Potential Opposition or Incompatibility

CommunicationSemantic difficulties, misunderstandings, and “noise”

StructureSize and specialization of jobsJurisdictional clarity/ambiguityMember/goal incompatibilityLeadership styles (close or participative)Reward systems (win-lose)Dependence/interdependence of groups

Personal VariablesDiffering individual value systemsPersonality types

Stage II: Cognition and Personalization

Perceived Conflict

Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.

Felt Conflict

Emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility.

Stage III: Intentions

Intentions

Decisions to act in a given way.

Cooperativeness:• Attempting to satisfy the other party’s concerns.

Assertiveness:• Attempting to satisfy one’s own concerns.

Dimensions of Conflict-Handling Intentions

Stage III: Intentions (cont’d)

Competing

A desire to satisfy one’s interests, regardless of the impact on the other party to the conflict.

Collaborating

A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties.

Avoiding

The desire to withdraw from or suppress a conflict.

Stage III: Intentions (cont’d)

Accommodating

The willingness of one party in a conflict to place the opponent’s interests above his or her own.

Compromising

A situation in which each party to a conflict is willing to give up something.

Stage IV: Behavior

The behavior stage includes the statements, actions, and reactions made by the conflicting parties.

STAGE V: OUTCOME

The action–reaction interplay among the conflicting parties results in consequences.

Conflict-Intensity Continuum

Conflict and Unit Performance

THE NATURE OF CONFLICT

• Constructive Conflict…

• Destructive Conflict…

• A conflict is likely to take a Constructive course if it is viewed as a mutual problem to be worked on together in a cooperative process;

• A conflict is likely to take a Destructive course if it is defined as a win-lose conflict in which the conflicting parties engage in a competitive process to determine who wins and who loses.

Murder/violence/physical/abuse/shoutingSecretive behavior

Taking everything personallyJudgmental behavior/closed communication

Using names sarcastically/disrespectfullyRaised voice/yelling/telling/finger pointing

Denial/storming outPhysiological reaction

Standing over someoneNon-responsiveness/withdrawal

Agreeing to basic conflict processing ground rulesSelling

Showing empathyTaking time out

Active listening/askingOpen/positive body language

Problem identificationCalm discussion/conversation

Direct/clear/honest communicationFeeling OK about the outcome

Feeling connected to othersRelaxed & leaning forward

Acknowledgment of being heardUsing other person's name

Consensus - temporary working agreementBeing committed to the outcome

Highly Destructive Conflict

Highly Constructive Conflict

Constructive Conflict

• Affirms differences

• Participatory - win/win

• Attitude of curiosity

• A 2-way process

Destructive Conflict

• Uses differences

• Competitive - win/lose

• Attitude of dominance

• A 1-way process

Characteristics of Constructive & Destructive Conflict

• Equal information

• Based on clear guidelines

• High level of personal responsibility

• Uneven/unequal information

• no guidelines/limits

• Little or no personal responsibility

CONFLICT MANAGEMENT

Conflict is often needed. It:

• Helps to raise and address problems.

• Energizes work to be on the most appropriate issues.

• Helps people "be real", for example, it motivates them to participate.

• Helps people learn how to recognize and benefit from their differences.

• Conflict is not the same as discomfort. The conflict isn't the problem - it is

when conflict is poorly managed that is the problem.

Conflict is a problem when it:

• Hampers productivity.

• Lowers morale.

• Causes more and continued conflicts.

• Causes inappropriate behaviors.

THE FIVE A'S TECHNIQUE

• ASSESSMENT.

• ACKNOWLEDGEMENT.

• ATTITUDE.

• ACTION.

•ANALYSIS.

CONCLUSION

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