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Conflict Management
Directory of Human Resource Management e.Publications
June (2011) Vol.1, Issue 1
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Prepared by:
Fatima Salam
Research Student, Department of Management Sciences, TheIslamia Univeristy of Bahwalpur.
Email: [email protected]
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Conflict
When people think of the word conflict, they often think of warsor violence. However, conflict exists at all levels of society in allsorts of situations. It is easy to forget that we experience conflictevery day of our lives.
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Conflict Defined
A disagreement of ideas or interests. Conflict happens whentwo or more people or groups have, or think they have,incompatible goals.
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Conflict Management
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It is the practice of identifying and handling conflict in asensible fair and efficient manner.
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Conflict
Conflict is a fact of life.God made each of us inhis own image, but he
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his own image, but healso made us unique.
Therefore some of ourviews and opinions willdiffer from those ofothers. Conflict oftenoccurs because of alack of respect for oneanother’s needs andviews.
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Transitions in Conflict Thought
Traditional View of Conflict
The belief that all conflict is harmful and must beavoided.
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Causes:
• Poor communication
• Lack of openness
• Failure to respond toemployee needs
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Transitions in Conflict Thought(cont’d)
Human Relations View of Conflict
The belief that conflict is a natural and inevitableoutcome in any group.
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Interactionist View of Conflict
The belief that conflict is not onlya positive force in a group but thatit is absolutely necessary for agroup to perform effectively.
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Misunderstanding vs.Conflict
In a misunderstanding, differing parties simply do notunderstand each other or the situation, often due to thelack of clear communication.
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lack of clear communication.
Conflict occurs when there is clear understanding ofdiverting ideas.
Conflicts occur because people care and feel that theirideas, values, goals, successes and relationships may bethreatened.
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Types of Conflict
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Types of Conflict
Communities experiencing surface orLatent conflict are those where
The disagreement can quickly turninto open conflict.
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Open conflict can cause morephysical, social, psychological andenvironmental damage than the othertypes. It affects people who are notinvolved in the conflict as well as thosewho are.
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CAUSES OF CONFLICT
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Causes of Conflict
Conflict of aims- different goals
Conflict of ideas- different interpretations
Conflict of attitudes - different opinions
Conflict of behavior- different behaviors are
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Conflict of behavior- different behaviors areunacceptable
Issues of disagreement in recent at large-scaleinclude territory, language, religion, naturalresources, ethnicity or race, migration and politicalpower. Sometimes there is more than one issue ofdisagreement.
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9 Everyone agreesThey may agree to keepdifferent views but alwaysaccept the views ofothers. It may be helpfulto have a written andsigned agreement forfuture reference.
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How people respond to
conflict
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COMMON TYPES OF CONFLICTSIN ORGANIZATIONS
Conflicts with authority
Conflicts betweenfunctions
SOME CAUSES:
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SOME CAUSES:
Unclear authoritystructure
Conflict of interests
Personal dispute (s)
Perception oforganizational
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Unfair division of work
Incompetent discipline
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Incompetent discipline
Absence of esprit de corp.
Interpretation
Communication
Who should do what?
Poor coordination of activities
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The Root Causes ofOrganizational Conflict
CHANGE: internal change in policies, operationalprocedures, or reorganization and right-sizingcausing job insecurity; external changes by state,
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causing job insecurity; external changes by state,government or legislation
Conflicting values or actions among managersand employees
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The Root Causes of OrganizationalConflict (cont’d)
Poor Communicationa.Employees experience continuing surprises, they aren't
informed of new decisions, programs, etc.
b. Employees don't understand reasons for decisions, they
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b. Employees don't understand reasons for decisions, theyaren't involved in decision-making.
c. As a result, employees trust the "rumor mill" more thanmanagement
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Conflicting Goals and Objectives: of twodepartments; a result of poor planning
Limited Resources: lack of space, not enoughemployees, shortage of finances, outdated
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employees, shortage of finances, outdatedequipment, etc.
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How to Reduce WorkplaceConflicts?
Four Steps for Managers:
Developing Communication Skills
Clarification of Expectations
Practicing Interpersonal Skills
Setting up behavioural consequences
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Developing Communication Skills :
Articulating and Expressing the thoughts and feelings instead ofsulking inside Giving and Receiving open Feedback Using “I”statements instead of “You” Improving Active Listening SkillsEmpathizing and being Compassionate
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2. Establish clear Expectations Adopting a No-Blame
Approach Clarifying what is expected Aligning Values and
Developing Communication Skills :
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Approach Clarifying what is expected Aligning Values andGoals Expectations of Standards and duty NegotiatingPerformance Standards Collaborating using Win-WinStrategy
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Developing CommunicationSkills :
Practicing Interpersonal Skills
Becoming genuinely interested in People
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Becoming genuinely interested in People
Separating People from Issues Being sensitive to people
Acknowledging & Appreciating Treating staff and subordinatelike family members
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4. Behavioural Consequences
Removing the rotten apples from the basket or at-leastseparating the healthy ones from the rotten
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separating the healthy ones from the rotten
Those who are Un-cooperative and Unwilling to Change,express the consequence of un-desired behaviour in anon-threatening way