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Certification Study Group

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Presentation on theme: "Certification Study Group"— Presentation transcript:

1 Certification Study Group
Conflict Management

2 What is Conflict? A process in which one party consciously interferes in the goal-achievement efforts of another Can be between a supervisor and a worker Can be between two departmental operatives Can be between two managers Can be between departments

3 Conflict is a Natural Organizational Phenomena
Members have different goals Members compete for scarce resources Members have diverse backgrounds, education, experiences, interests

4 Conflict is not all Bad Stimulates creativity, innovation and change
Organizations need change to adapt and survive There should be enough conflict in the organization to keep it responsive and innovative but not so much to hinder performance

5 The Positive Role of Conflict
Conflict may keep your unit responsive and innovative Conflict Change Adaptation Survival

6 Where do Conflicts Come From?
Communication differences Encompass those differences arising from misunderstandings and different meanings attached to words Structural differentiation Based on where they are in the organization individuals differ over goals, decision alternatives, performance criteria, resource allocation

7 Where do Conflicts Come From?
Personal differences Value systems Personality characteristics Family ties vs. material possessions Job performance vs. seniority Background, education, experience, and training mold each individual uniquely Some personalities just don’t mix

8 Managing Conflict – 5 Methods
Avoidance Accommodation Forcing Compromise Collaboration Lose -lose Win - lose Win - lose Lose - lose Win-win

9 Basic Techniques for Resolving Conflict
Accommodation Collaboration High Compromise Concern for others Avoidance Forcing Low High Concern for Self

10 Avoidance Ignore it, withdraw from the conflict
Is the best course of action when the conflict is trivial Is the best course of action when the potential disruption outweighs intervention Lose-lose situation

11 Accommodation In order to maintain harmonious relations, you place another’s needs above your own You accommodate when it is not all that important to you You accommodate when you are “Building markers” for a later issue Win-lose situation

12 Forcing You use your formal authority to resolve the dispute
This method is used when you need a quick resolution Works well when unpopular actions must be taken on important issues Works well when commitment by others is not critical Win – lose situation

13 Compromise Requires each party to give up something of value
Typical in labor contract negotiations Common in dealing with interpersonal situations Works best when there is parity in personal power, when it is desirable to achieve a temporary solution to a complex issue, or when time is critical Lose-lose situation

14 Collaboration The ultimate win-win solution to conflict
Is a problem-solving approach to conflict Each party/side reevaluates their position on issues, work together to form a joint view or solution Works well when time pressures are minimal and the issue is too important to compromise

15 Issues Affecting the Selection of a Conflict Resolution Style
Importance of the conflict Concern over maintaining long-term interpersonal relationships Speed with which you need to resolve the conflict Source of the conflict Communication, personal differences, structural

16 Choosing the Appropriate Resolution Technique
What’s my preferred conflict-handling Style? Avoidance Accommodation Forcing Compromise Collaboration What are my goals? How important is the conflict? Is sustaining supportive relationships important? Is a speedy resolution important? What’s the source of the conflict? Communication differences Structural Personal

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