conflict management and

8/8/2019 Conflict Management And

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PRESENTED BYM. K. RAVI


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INCOMPATIBILITYPERCEPTIONBLOCKINGLATENT or OVERT

VERBAL or NON-VERBALACTIVE or PASSIVE


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Conflict arises because

Incompatibility of goals.Opposing Behaviours.Few or no rules.

Differences Between Conflict / Competition /

Co-Operation / Collaboration


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CompetitionCompatibility of goalsOpposing behavioursRules have been planned

Parties usually join the contest


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CollaborationsPositive (Functional) Vs Negative(Dysfunctional) ConsequencesMajor Stimulate for ChangeGroup Think is AvoidedConflict fosters Creativity andInnovationCohesion and SatisfactionConflict Creates Stress in people


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Conflict

OrganizationalGroupIndividual

InterIndividual

IntraIndividual

Role

Goal

Intra Group Inter Group

InterOrganizational

IntraOrganizational


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Individual ConflictIndividual conflict is when individuals workindependently against an external standard.

Group ConflictGroup conflict is when individuals workindependently against an external standard.Organisational ConflictOrganisational Conflict is when individualswork independently against an externalstandard.

Types of Conflicts


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Individual ConflictIntra Individual conflict exists whenthe members of a group contest against each other for a reward.

Inter Individual conflict exists whenone group is competing against another group for the rewards.

Types of Conflicts


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Intra Individual Conflict

Types of Conflicts

Goal ConflictApproach-Approach conflictApproach-Avoidance conflictAvoidance-Avoidance conflict

Role Conflict

Person-Role conflictInter-Role conflictInter-Sender Role conflict


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Inter Individual Conflict

Types of Conflicts

INTERPERSONAL CONFLICT REASONSPersonality DifferencesPerceptionsClashes of Values and InterestsPower and Status DifferencesScarce Resources


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Group ConflictIntra group competition exists whenthe members of a group contest against each other for a reward.

Inter group competition exists whenone group is competing against another group for the rewards.

Types of Conflicts


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Group Conflict Reasons

Types of Conflicts

Incompatible GoalsTask Interdependence

Competitive Incentive and Reward systemsResource AllocationLine and Staff conflictsDifferences in Values or Perceptions

Heterogeneity of MembersCommunication DistortionsParticipative Decision-makingLow Formalisation


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Organisational ConflictIntra Organisational conflict existswhen the members of a groupcontest against each other for areward.Inter Organisational conflict existswhen one group is competingagainst another group for therewards.

Types of Conflicts


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Intra Organisational Conflict

Types of Conflicts

Management-GovernmentInter-Management DisputesInter-UnionUnion-GovernmentUnion-Management


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Inter Organisational Conflict

Types of Conflicts

The Line ViewpointThe Staff Viewpoint


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W ITHIN E CH CO PETING G OUPBET W EEN CO PETING G OUPS

ON THE W INNING G OUPON THE LOSING G OUP


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Constructive Conflict Destructive Conflict


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CommunicationBringing in OutsidersRestructure the OrganisationEncouraging Competition


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The Process of ConflictStudies of conflictPrisoners Dilemma Game (PDG)Tracking gameThe Robbers CAVE Experiment

F unctions of Conflict


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Competition (Dominance)Avoiding (Withdraw)

Accommodating (Smoothing)Compromising (Lose-Lose)Problem Solving/ Confrontation/Collaboration/ (Win-Win)

Conflict Resolution Styles


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ReduceInterdependenceProcedural andStructural ChangesSuper ordinateGoals

Identifying acommon enemyIntegrated problemsolving

Conflict Management Strategies

y Physical Separationy Withdrawaly Dominancey Appeals proceduresy Compromisey Liaison groups/

Intermediaries/Integrators

y Member Rotation


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The Basics of Successful NegotiationNegotiationConcept of Bargaining

The Nature of the Issues at StakeThe Relationship between the PartiesThe Types of Parties InvolvedThe Time Available for Negotiation

The Balance of Power

Contingency Approach to Conflict Management


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Ways to Make Your Opponent Emotional

Wealth

RecognitionSelf-preservationUsing Goodwill

Appealing to Your Opponents Emotions


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Six distinct stages or phasesPreparation

Developing a strategyGetting startedBuilding understanding

BargainingClosing

Managing the Negotiation Process


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HANDLING ANGER IN NEGOTIATIONTake a deep breath

Suggest a five-minute breakPersonal remarks are not appropriate

FEAR IN NEGOTIATIONThe Top Three Negotiating Fears

Fear of lossFear of the unknownFear of failure

F ive Things you Should Never Mention When you NegotiateAppearance, personal hygiene, or clothing.Race, gender, ethnic background or religion.Profession, company, or business.Competence or experience.Age.


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HANDLING ANGER IN NEGOTIATIONTake a deep breath

Suggest a five-minute breakPersonal remarks are not appropriate

FEAR IN NEGOTIATIONThe Top Three Negotiating Fears

Fear of lossFear of the unknownFear of failure

F ive Things you Should Never Mention When you NegotiateAppearance, personal hygiene, or clothing.Race, gender, ethnic background or religion.Profession, company, or business.Competence or experience.Age.


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Five Things you Should Never Do When youNegotiate

Exasperated eye-rolling.Disdainful sneering a la Elvis.Finger-pointing or fist-shaking.Book, paper or furniture throwing.Any gesture your opponent can construe as physicallythreatening.

Three Things you Should Always Do When you

Negotiate

Stay low-key: Moderate your tone of voice and your attitude.Be frank:Use the magic words fair and reasonable


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