Presentation on theme: "Conflict Defined! a disagreement where parties involved perceive a threat to something that the first party cares about. Involves perception. 'clash of."— Presentation transcript:
1 Conflict Defined!a disagreement where parties involved perceive a threat to something that the first party cares about.Involves perception.'clash of interests, values, actions, views or directions.'
2 How the changing views come about - people try to meet economic needs at work- no conflict exists between individual and organizational objectivespeople act rationally for self interest- we act alone to satisfy individual needsASSUMPTIONS!motivated by many needsnot always logicalmanagement requires effective social skills, not just technical skillsjob satisfaction will lead to higher job productivityHumanRelationsTraditionalMake shorter abit
3 The 3 Changing views of Conflict TraditionalBad, caused by trouble makersShould be avoided or suppressedHuman RelationsNatural, inevitableCannot eliminate, may contribute to group performanceInteractionistA positive force and essential to performance effectively. Can be functional or dysfunctional.An atmosphere of tension is essential in any organization
4 Some Potential Causes of Conflict - Specialization- Interdependence- Common ResourcesAuthority- Relationships- Status Inconsistencies- Jurisdictional- Conflict management style- Perception- Values and EthicsEmotions- Communication barriers-Cultural DifferencesPersonalStructural
5 Conflict ProcessTransformation of conflict space into opposing interestsInvolves the choice to perceive opposing interestResults in conflict behaviourBalance of powerDisruption of expectations
6 Functional & Dysfunctional Conflict Functional – produces a productive forceDysfunctional – hinders group performanceImproves quality of decisionOppose goals of conflictstimulate members of the organization to increase their knowledge and skills Less motivation by group members, time consumingIncreases contribution to organizational innovation and productivity.Upsets personal psychological functioningCreates environment for self-evaluation and changePoor quality of decisionUpsets psychological functioningGive e.g. of how to identify
7 Why is conflict necessary? Being aware of existing problemsRelieves minor tensionsClears air of unexpressed resentmentsCatalyst for positive changeMedium for problem-solvingFacilitates group cohesivenessBetter decisions made
8 Types of Conflict Task Over contents and goals of work Differences in viewpointsEffective decision makingPsychologicalInside the personRelationshipInterpersonal relationshipInterpersonal differencesPoor decision makingProcessDelegate resources
9 Identifying Work place Conflict, Causes A specific type of conflict that occurs in workplacePersonality or style differences and personal problemsOrganizational causes: leadership, management, budget, and disagreement about core values can also contributeAvoid authority- and domain-related disputes,improve policies, procedures and rules,re-apportioning existing resources or adding new,altering communicationsCausesSolutions
10 Possible outcomes of a conflict Win-WinBoth parties needs are metEnds up happyWin- LoseOnly 1 winner and 1 loserTraditional perceptionLose-LoseNeither party benefitsEnds up unhappyTHE IMPLICATION……VERY IMPORTANT!
11 How to behave during a conflict FocusKnowing what the individual wantsIdentify the best outcomeNeedsAsking what the other party wants (never assume)Anticipate the person’s responseListenLet him feel you careAcknowledge differences and seek suggestionsHIMAddress the other party’s interest first.Explain benefits and begin and end with positive words
12 Appropriate Conflict Management Strategies Conflict Resolution – process of attempting to resolve a conflictAccommodateAvoidCompeteCompromise
13 Appropriate Conflict Management Strategies Conflict Stimulation – creating and increasing of conflictsCommunicationBringing in the outsidersRestructuring the organisationAppointing a devil’s advocate
14 The 5 conflict management styles AvoidCompromiseAccommodateCollaboratingCompeting
15 Kare Anderson’s Model for Conflict Resolution STEP 1Tell yourself your main needs.STEP 2Reach out to find the other person’s main needs.THE ROUND TRIPSTEP 4Propose a solution that supports their main needs and yours as well.STEP 3Listen to the other person.
16 Conflict Check List It’s time to take some action! Step 5: Managing emotionsStep 6: Willingness to resolveStep 7: Mapping the conflictStep 8: MediationStep 9: Broadening perspectivesStep 1: Win/winStep 2: Creative responseStep 3: EmpathyStep 4: Appropriate assertiveness
17 Conclusion of Conflict as a Group - Inevitable- Learn to address our differences and needs- work together as a group to solve all difficulties- Each person should have a role to play instead of waiting for leader to assign task- Confident positive outcomes if conflict is constructively managed- Improve self-awareness- Strengthen relationship
18 Summary/ Learning Points - Conflict can occur due to different goals and expectations- Necessary for better decisions- Optimal level of conflict can result in high performance- Increased group performance- Types of outcome; win-win is the best situation.- Resolving and stimulating conflict lead to desired level of conflict.- The appropriate conflict management techniques
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20 APA Style CitationGreenSpring Educational Institute. (n.d) Programs. Retrieved 16 January from,Free Management Library. Authenticity Consulting, LLC. (1997). Basics of Conflict Management. Retrieved 16 January 2007 from,CNET Networks, Inc. (2007). Using Conflict in Organizations. Retrieved 16 January from,(2007) BusinessDictionary.com. Retrieved 16 January 2007 from,Wikimedia Foundation Inc. (n.d.). Workplace Conflict.Retrieved 16 January 2008 from,.
21 APA Style Citation Wikimedia Foundation Inc. (n.d.). Conflict Retrieved 16 January 2008 from,Wikimedia Foundation Inc. (n.d.). Conflict Management.Retrieved 16 January 2008 from,Natural Resources Management and Environment Department. (1997). Session5 Conflict Management. Retrieved 16 January 2007 from,Professor Edward G. Wertheim. (n.d). Historical background of Organizational Behaviour. Retrieved 16 January 2007 from,