hrm_conflict_resolution (very useful class notes)
TRANSCRIPT
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CONFLICTCONFLICT
MANAGEMENTMANAGEMENT--Mrs.Mrs. VijayaVijaya PuranikPuranik
SinhgadSinhgad Business School,Business School, PunePune
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CONFLICTCONFLICT IS A PROCESS INIS A PROCESS INWHICH AN EFFORT ISWHICH AN EFFORT IS
PURPOSEFULLY MADE BY ONEPURPOSEFULLY MADE BY ONE
PERSON OR UNIT TO BLOCKPERSON OR UNIT TO BLOCKANOTHER THAT RESULTS INANOTHER THAT RESULTS IN
FRUSTRATING THE ATTAINMENTFRUSTRATING THE ATTAINMENT
OF THE OTHERS GOALS OR THEOF THE OTHERS GOALS OR THEFURTHERING OF HIS/HERFURTHERING OF HIS/HERINTERESTSINTERESTS
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TRADITIONAL VIEW OFTRADITIONAL VIEW OF
CONFLICTCONFLICT Conflict is avoidableConflict is avoidable
Conflict is caused by troublemakersConflict is caused by troublemakers Conflict is an organizational abnormalityConflict is an organizational abnormality
Conflict is potentially dangerousConflict is potentially dangerous
Conflict induces mainly negativeConflict induces mainly negativeoutcomes like anger, resentment,outcomes like anger, resentment,confusion and lack of coconfusion and lack of co--operationoperation
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MODERN VIEW OF CONFLICTMODERN VIEW OF CONFLICT Conflict is inevitable and accepted as a part of anConflict is inevitable and accepted as a part of an
organisationorganisation
Conflict is desirable for growthConflict is desirable for growth
Conflict is a normal aspect of social intercourseConflict is a normal aspect of social intercourse
Conflicts are not resolved, they are to be managedConflicts are not resolved, they are to be managed
Conflicts prevent stagnation, stimulates interestConflicts prevent stagnation, stimulates interestand curiosityand curiosity
It is a medium through which problems can beIt is a medium through which problems can beaired and solutions arrived ataired and solutions arrived at
Without conflict, organizations would only beWithout conflict, organizations would only beapathetic, leading to horizontal and not verticalapathetic, leading to horizontal and not verticalgrowthgrowth
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Anteced
entConditio
ns
Antecedent
Conditions
1 Commu.
2 Structure
3 Personal
variables
Perceived
Conflict
FeltConflict
ConflictHandling
Intentions
1 Competing
2Collaborating
3Compromising
4 Avoiding
5Accomodating
Overt
Conflict
PartysBehavior
Others
reaction
Increased
grp Perf.
Decreased
grp perf.
CONFLICT PROCESS
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TYPES OF CONFLICTSTYPES OF CONFLICTSINTRAINDIVIDUALINTRAINDIVIDUAL
INTERPERSONALINTERPERSONAL
INTERGROUPINTERGROUP
ORGANIZATIONALORGANIZATIONAL
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INTRAINDIVIDUAL CONFLICTINTRAINDIVIDUAL CONFLICTGOALGOAL
1.1. ApproachApproach--ApproachApproach
2.2. ApproachApproach--AvoidanceAvoidance
3.3. AvoidanceAvoidance--AvoidanceAvoidance
ROLEROLE
1.1. PersonPerson--RoleRole
2.2. InterInter--RoleRole
3.3. IntrasenderIntrasender--RoleRole
4.4. IntersenderIntersender5.5. RoleRole--overloadoverload
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INTERPERSONAL CONFLICTINTERPERSONAL CONFLICTSOURCESSOURCES
1.1. Personal DifferencesPersonal Differences
2.2. Information DeficiencyInformation Deficiency
3.
3. R
ole IncompatibilityR
ole Incompatibility4.4. Environmental StressEnvironmental Stress
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The Luft & Ingham Johari windowThe Luft & Ingham Johari windowforfor
interpersonal relationshipsinterpersonal relationships
1
OPEN SELF
2
BLIND SELF
3
CLOSED SELF
4
UNDISCOVERED
SELF
Other knows
about the
person
Other does not
know about the
person
The person knows The person does not know
about himself himself
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AssertivenessAssertiveness(Motivation to(Motivation tosatisfy onessatisfy onesown interests)own interests)
CooperativenessCooperativeness(Motivation to satisfy other partys interests)(Motivation to satisfy other partys interests)
Accommodating
CollaboratingCompeting
Avoiding
Compromising
Low
Low
High
High
Contingency
approach toconflict
management
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Collaboration as a function ofCollaboration as a function of
Perceived Power and TrustPerceived Power and Trust
Only I Only he Neither Both
Low
High
Trust
Coercion
Exploitation
Nurturance
Submission
Compliance
Indifference
Dependence Mutual
sympathy
CompetitionIndividualistic
task
Cooperation
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Bases of Collaboration andBases of Collaboration and
related interventionsrelated interventions BASEBASE
1.1. MotivationMotivation
2.2. NormsNorms
INTERVENTIONINTERVENTION
1.1. MotivationMotivation
development labdevelopment lab2.2. SimulationSimulation
exercisesexercises
3.3. Norm settingNorm setting
exerciseexercise4.4. Developing normsDeveloping norms
of sharingof sharing
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3.Reinforcement3.Reinforcement
4. Superordinate goals4. Superordinate goals
5. Temporary systems5. Temporary systems
6. The appraisal6. The appraisal
systemsystem7. Rewarding7. Rewarding
collaborationcollaboration
8. Joint goal setting8. Joint goal setting
9. Work redesigning9. Work redesigning10. Organisation10. Organisation
buildingbuilding
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5. Power5. Power
6. Trust6. Trust
7. Empathy7. Empathy
11. Power lab11. Power lab
12. Role negotiation12. Role negotiation
13. Role substantiation13. Role substantiation
14. Role efficacy lab14. Role efficacy lab
15. Process group15. Process group
16. Nonverbal exercise16. Nonverbal exercise17. Simulation exercise17. Simulation exercise
18. Emfeedback exer.18. Emfeedback exer.
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8. Communication8. Communication
9. Fait Accompli9. Fait Accompli
10. Initiative and risk10. Initiative and risk
19. Role contribution19. Role contribution
20. Feedback system20. Feedback system
21. Team building21. Team building
22. Data feedback22. Data feedback
23. Process review23. Process review
24. Image sharing24. Image sharing25. Role linkage25. Role linkage
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StepsStepsofof
Interpersonal Conflict ResolutionInterpersonal Conflict Resolution
Allow time to
cool offAnalyse
Leave theperson an
out
State theproblem to the
other person
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STRATEGIES FOR INTERPERSONALSTRATEGIES FOR INTERPERSONAL
CONFLICT RESOLUTIONCONFLICT RESOLUTION
LoseLose--LoseLose
WinWin--LoseLose
WinWin--WinWin
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INTERGROUP CONFLICTINTERGROUP CONFLICTREALISTIC GROUP CONFLICT THEORY(RGCT)REALISTIC GROUP CONFLICT THEORY(RGCT)
Intergroup hostility is produced by the existence ofIntergroup hostility is produced by the existence ofconflicting goals(ie. Competition) and reduced byconflicting goals(ie. Competition) and reduced bythe existence of mutually desired superordinatethe existence of mutually desired superordinate
goals attainable only through intergroup cogoals attainable only through intergroup co--
operation.operation.
Muzafer SherifMuzafer Sherif
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The organisationThe organisationasas
overlapping role setsoverlapping role sets
Statisician Draftsperson External consultant
Design engineer
Purchasing agent
Supplier
Production
manager
Personal manager
Executive vice president
Marketing manager
Accountant
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ANTECEDENTSANTECEDENTStoto
INTERGROUP CONFLICTINTERGROUP CONFLICT
Potential
Conflict
Goal
Incompatibility
CommunicationProblems
Ambiguity
Differentiation
TaskInterdependence
ScarceResources
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IMPACT OF INTERGROUPIMPACT OF INTERGROUP
CONFLICTCONFLICT1.1. Clear distinction between we and theyClear distinction between we and they
2.2. Group becomes more cohesiveGroup becomes more cohesive
3.3. OutOut--group members are viewed as enemiesgroup members are viewed as enemies4.4. Intergroup communication decreases. WhenIntergroup communication decreases. When
there is, it is characterized bythere is, it is characterized by ve commentsve commentsand hostilityand hostility
5.5. If group is losing in conflict, cohesionIf group is losing in conflict, cohesiondecreases and tension increases.decreases and tension increases.
6.6. Resulting hostility between groupsResulting hostility between groups
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ORGANIZATIONALORGANIZATIONAL
ANTECEDENTS TO CONFLICTANTECEDENTS TO CONFLICT INSTITUTIONALIZEINSTITUTIONALIZE
1.1. Hierarchical Conflict
Hierarchical Conflict
2.2. Functional ConflictFunctional Conflict
3.3. LineLine--StaffStaff
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Contd.Contd.
EMERGENTEMERGENT (arises from personal &(arises from personal &
social reasons, embracing informalsocial reasons, embracing informaland nonand non--formal behaviour)formal behaviour)
1.1. Individual versus informal groupIndividual versus informal group
2.2. FormalFormal--InformalInformal3.3. Status conflictStatus conflict
4.4. Political conflictPolitical conflict
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Structural approachesStructural approaches
toto
conflict managementconflict managementEmphasize
superordinate
goals
Clarify rules &
procedures
Increase resources
Reducedifferentiation
Improve communication
& understanding
Reduce task
interdependence
Minimizing
Dysfunctional
Contact
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Styles of Conflict ManagementStyles of Conflict Management
Resign
ation
Withdraw
al
Appeasem
ent
Defusion
Confronta
tion
Arbitratio
n
Negotiatio
n
Compromi
se
Having own interests but interested in
peaceOpposed to our interests
OUTGROUP PERCEIVEDAS
AVOIDANCE APPROACH
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NEGOTIATIONSNEGOTIATIONS
Negotiations occur whenever two orNegotiations occur whenever two ormore conflicting parties attempt tomore conflicting parties attempt to
resolve their divergent goals byresolve their divergent goals byredefining the terms of theirredefining the terms of their
interdependenceinterdependence
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EMERGING NEGOTIATIONEMERGING NEGOTIATION
SKILLSSKILLS Establish superordinate goalsEstablish superordinate goals
Separate the people from theSeparate the people from theproblemproblem
Focus on interests not positionsFocus on interests not positions
Invent options for mutual gainsInvent options for mutual gains
Use objective criteriaUse objective criteria
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In business you dont get whatIn business you dont get whatyou deserve, you get what youyou deserve, you get what younegotiate.negotiate.
Charles. L. KarrasCharles. L. Karras
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GLOBAL NEGOTIATIONSGLOBAL NEGOTIATIONS
Before negotiations it is advisableBefore negotiations it is advisableto put negotiation infrastructure into put negotiation infrastructure inplace viz.place viz.
Current Status (SWOT)Current Status (SWOT)
BATNA (Best alternative to aBATNA (Best alternative to anegotiated agreement)negotiated agreement)
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NEGOTIATION STYLESNEGOTIATION STYLESDODGERSDODGERS
DREAMER
SDREAMER
SHAGGLERSHAGGLERS
COMPETITORSCOMPETITORS
PROBLEM SOLVERSPROBLEM SOLVERS