CONFLICT RESOLUTION , STRESS MANAGEMENT

AND POWER MANAGEMENT

SUBMITTED BY:P. JOSEPH KUMARROLL NO:11011BA006B-TECH(PLNG), 8TH SEMJNAFAU SPA.

SUBMITTED TO:MRS.: SANDHYA REDDY MAM

SEMINAR -III

Department of urban & regional planningSchool of planning and architecture

JNAFAU, HYDERABAD

What is conflict? “A struggle to resist or overcome; contest of opposing forces or powers; strife;

battle. A state or condition of opposition; antagonism; discord. A painful tension

set up by a clash between opposed and contradictory impulses."

WHAT IS STRESS? Stress is your mind and body’s response or reaction to a real or imagined threat,

event or change.

The threat, event or change are commonly called stressors. Stressors can be

internal (thoughts, beliefs, attitudes or external (loss, tragedy, change).

WHAT IS POWER?Power may be defined as the capacity to excert influence over others

CONFLICT RESOLUTION

Effects of conflict

Avoidance

Inability to work together

Verbal assault

Resentment

This causes us a great degree of discomfort, anger, frustration, sadness and pain.

There is a perceived breach of faith and trust between individual

There is unresolved disagreement that has escalated to an emotional level

There is miscommunication leading to unclear expectations

Causes of conflict

Causes of conflict

There are personality clashes

There are differences in acquired values

There is underlying stress and tension

There are ego problems

There are combinations of the above

Is conflict good?

A certain degree of conflict is a healthy sign

Too much conflict; communication problems

No conflict; disinterest amongst the members of the group and lack of input

Arises from unclear aims and objectives

Don’t make disagreements personal

Conflict can help improve the level of quality

Criticism

Should be actively encouraged

Constructive criticism encourages growth

A way of coaching ourselves and others

Criticize well

Good criticism helps others to evaluate their own work effectively

Keep neutral

Responsibilities

It is your responsibility as a group and as individuals to do the following:

Achieve success in completing allocated tasks.

Achieve success in fulfilling allocated roles.

Help other individuals achieve success.

Ensure that all members contribute as equally as possible.

Make progress in every group session.

Help to achieve the aims set out by the group in the initial stages.

Conflict Resolution

The 7 Steps to Conflict Resolution

To Resolve a Conflict

What tosay or do?

Why?

1. Calm yourself Take a deep breath, say "relax"

Clears thinking, models control

2. Restore order  Take a "Time Out"

Stops the fight, contains the damage

3. Hear their stories 

"Help me understand your concern."

Gathers information, defuses tension

To Resolve a Conflict

What tosay or do?

Why?

4. Listen carefully

Eye contact, don't interrupt

Honors the need to be heard

5. Generate solutions 

"How could we resolve this?"

Moves from accusations to solutions

6. Agree on a solution

"Would this work for you?"

Moves to resolution, brings closure

To Resolve a Conflict

What tosay or do?

Why?

7. Test for satisfaction 

"Are you sure this will work for you?"

Assures clear communication

Key points to remember: Be a model of calm and control

Don't give in to emotional outbursts

Don't assume people are being difficult intentionally

Find a quiet place in to resolve conflicts....privately

Set some ground rules for the discussion: No raising of voices

This is not a debate

Speak only for yourself..."I" phrases

Confront the issues, not the people

Maintain or enhance self-esteem

STRESS MANAGMENT

Sources of Stress

LEVELS OF STRESS EUSTRESS:

Eustress or positive stress occurs when your level of stress is high enough to motivate you to move into action to get things accomplished.

DISTRESS:

Distress or negative stress occurs when your level of stress is either too high or too low and your body and/or mind begin to respond negatively to the stressors.

STAGES OF STRESS ALARM STAGE As you begin to experience a stressful event

or perceive something to be stressful psychological changes occur in your body. This experience or perception disrupts your body’s normal balance and immediately your body begins to respond to the stressor(s) as effectively as possible. EXAMPLES

Cardiac - increased heart rate Respiratory - increased respiration Skin - decreased temperature Hormonal - increased stimulation of adrenal genes which

produce an adrenal rush.

RESISTANCE STAGE

During this stage your body tries to cope or adapt to

the stressors by beginning a process of repairing any

damage the stressor has caused. Your friends, family

or co-workers may notice changes in you before you do

so it is important to examine their feedback to make

sure you do not reach overload.

EXAMPLES

Behavior indicators include: lack of enthusiasm for family, school, work or life in

general, withdrawal, change in eating habits, insomnia, hypersomnia, anger,

fatigue.

Cognitive Indicators include: poor problem solving, confusion, nightmares, hyper-

vigilance.

RESISTANCE STAGE

MORE EXAMPLES

Emotional indicators include:

tearfulness

fear

anxiety

panic

guilt

agitation

depression

EXHAUSTION STAGE

During this stage the stressor is not being managed

effectively and the body and mind are not able to repair

the damage.

EXAMPLES

Digestive disorders, withdrawal, headaches, tension,

insomnia, loss of temper.

DISTRESS RELIEF STRATEGIES

Feeling good about yourselves can be an effective buffer against stress. Eliminate

unnecessary worries.

Most worries are either passed on to us by another or conjured up in our

imagination.

GET MENTAL

5. Count to 10

6. Control your thoughts

7. Fantasize

8. Congratulate yourself

9. Ignore the problem if appropriate, after

evaluation

10. Perform self maintenance

11. Talk to a counselor

GET PHYSICAL

1. Relax neck and shoulders

2. Take a stretch

3. Get a massage

4. Exercise

GET SPIRITUAL

12. Meditate

13. Pray

14. Remember your purpose

USE YOUR BODY AND MIND TOGETHER

15. Take a break

16. Get hug therapy

17. Try progressive relaxation

18. Try yoga

19. Try aroma therapy

20. Laugh

DEVELOP NEW SKILLS

21. Prioritize daily tasks

22. Learn something

23. Practice a hobby

Step 1: Identify if you are stressed.

Steps To Managing Stress

Step 2: Identify the stressor.

Steps To Managing Stress

Step 3: Identify the reason for the stressor.

Steps To Managing Stress

Step 4: Select an appropriate stress management strategy and apply it.

Steps To Managing Stress

Step 5: Evaluate.Steps To Managing Stress

POWER MANAGEMENT

Power Power may be defined as the capacity to excert influence over others

The capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes

Function of dependenceCONTRASTING LEADERSHIP AND POWER

LEADERSHIP

Focuses on goal

achievement

Requires goal compatibility

with followers

Focuses influence

downward

POWER

Used as a means for achieving goals

Requires follower dependency

Used to gain lateral and upward influence

BASES OF POWER

Formal Power:

Is established by an individual’s position in an

organization; conveys the ability to coerce or reward,

from formal authority, or from control of information

Coercive Power:

A power base dependent on fear

Reward Power:

Compliance achieved based on the ability to distribute

rewards that others view as valuable

Legitimate Power:

The power a person receives as a result of his or her

position in the formal hierarchy of an organization

Personal Power:

Expert Power:

Influence based on special skills or knowledge

Referent Power:

Influence based on possession by an

individual of desirable resources or personal

traits

EMPOWERMENT: GIVING POWER TO EMPLOYEES

The freedom and the ability of employees to make decisions and commitments.

Managers disagree over definition of empowerment.

CONDITIONS FOR TRUE EMPOWERMENT:

There must be a clear definition of the values and mission of the company.

Company must help employees acquire the relevant skills. Employees need to be supported in their decision making, and

not criticized when they try to do something extraordinary. Employees need to be recognized for their efforts. DEPENDENCY: THE KEY TO POWER:

The General Dependency Postulate

The greater B’s dependency on A, the greater the power A has over B

Possession/control of scarce organizational resources that others need makes

a manager powerful

Access to optional resources (e.g., multiple suppliers) reduces the resource

holder’s power

What Creates Dependency:

Importance: The things you control must be important.

Scarcity: A resource must be perceived as scarce.

No substitutability: The resource cannot be substituted with something else.

POWER TACTICS:

Ways in which individuals translate power bases into specific actions

Influence Tactics• Legitimacy• Rational persuasion• Inspirational appeals• Consultation• Exchange• Personal appeals• Ingratiation• Pressure• Coalitions

• Legitimacy :Relaying on your authority position or saying a request accords

with organizational policies or rules

• Rational persuasion : Presenting logical arguments and factual evidence to

demonstrate a request is reasonable

• Inspirational appeals : Developing emotional commitment by appealing to a

target’s values, needs, hopes and aspiration

• Consultation :Increase in target support by involving him/her in deciding how

you will accomplish your plan

• Exchange :Rewarding the target with benefits or favors in exchange for

following a request

• Personal appeals : Asking for compliance based on the friendship or loyalty• Ingratiation : : using flattery , praise, or friendly behavior prior to making a

request• Pressure : Using warnings , repeated demands and threats• Coalitions : : Enlisting the aid or support of others to persuade the target to agree

BASIC METHODS FOR ACQUIRING AND MAINTAINING POWER

Gaining control over tangible resources --- Acquiring power means acquiring

"potential" influence, which is the potential for getting others to do what you want

or for preventing them from forcing you to do something.

Obtaining information and control of information channels

Establishing favorable relationships

(1) Creating a sense of obligation

(2) Building a good professional reputation

(3) Encouraging identification

(4) Creating perceived dependence

Keys to success at acquiring power

(1) They tend to be very sensitive to where power exists in their organizations

(2) To some degree, they use all the methods described in this chapter to

develop power

(3) They take calculated risks in which they "invest" some of their power in the

hopes of gaining it back with interest

(4) They recognize that all of their actions can affect their power and they avoid

actions that will accidentally decrease it

(5) In their career development they try to move both up the hierarchy and

toward positions where they can control some strategic contingency for

their organization.

Thank you