1. Transferable Skills Development MGT 495 Lecture - 3 FACILITATOR Prof. Dr. Mohammad Majid Mahmood Bagram

2. Management in Organizations-II

3. What we know…. Conflict is a naturally occurring phenomenon for human beings People do not get involved in conflict situations unless they have some stake in the relationship or outcome or both

4. One can never truly resolve conflict, one can only manage conflict The costs of unmanaged conflict can be high, but the gains from using differences creatively can also be great Conflict can either be productive or destructive What we know….

5. Why & how do we get in conflict situations?

6. Why Conflict Arise? People differ… so they: See things differently Want different things Have different thinking styles, which prompts them to disagree Are predisposed to disagree Have different personalities Have different status Have different goals Are influenced by fear, force, fairness or funds

7. THE ISSUES The Facts: present situation, problems The Goals: how things ought to be, the future conditions sought The Methods: the best, the easiest, the quickest, the most ethical The Values: the beliefs about priorities that should be observed in choosing goals & methods The History: what has gone on before

8. Theories of Conflict Traditional Theory  conflicts are caused by trouble-makers  conflicts are bad  conflicts should be avoided Modern Theory  conflicts are expected between human beings  conflicts are often beneficial  conflicts are the natural result of change  conflicts can and should be managed

9. Types of Conflict Differences in Style. –People's style for a completing job can differ. –e.g. one person may just want to get the work done quickly (task oriented), while another is more concerned about having it done a particular way e.g. artistic Differences in Background/Gender –Conflicts can arise between people because of differences in educational backgrounds, personal experiences, gender and political preferences. Differences in Personality –This type of conflict is often fueled by emotion and perceptions about somebody else's motives and character. –e.g. a team leader jumps on someone for being late because he perceives the team member as being lazy. The team member sees the team leader as being irrational.

10. Interdependence Conflicts – A person's job depends on someone else's co-operation, output or input. – E.g., a sales-person is constantly late inputting the monthly sales figures which causes the accountant to be late with her reports. Differences in Leadership –Leaders have different styles. Employees who change from one supervisor to another can become confused –E.g.. one leader may be more open and delegates responsibility while another may be more directive. For an employee, it becomes a conflict situation. Types of Conflict

11. Resolving Conflicts 1.Step One: Set the Scene Understand the situation rationally 2.Step Two: Gather Information Understand each others needs and concerns 3.Step Three: Agree to a Problem Define a mutual Problem 4.Step Four: Brainstorm Possible Solutions Think of all the possible solutions 5.Step Five: Negotiate a Solution Come to solution that is agreed by both the groups If the situation remains a conflict, then consider seeking a third party to mediate. 11

12. 1.Recognize conflict is a process to be managed, not avoided or eliminated. 2.Conflict is a problem to be solved, not a battle to be won. 3.Stay focused on the problem or issue to be solved. More Techniques…

13. 4.Ask Open-Ended Questions. 5.Listen Actively 6.Keep emotions in control. 7.Separate People from the Problem. 8.Focus on Interests, Not Positions. 9.Use Ground Rules

14. Conflict Styles RELATIONSHIPRELATIONSHIP High Importance Low Importance High Importance GOALS 35 1 2 4

15. High Importance Low Importance High Importance 35 1--Turtle 2 4 RELATIONSHIPRELATIONSHIP GOALS Conflict Styles

16. Turtle - Withdrawing Avoid conflict at all costs Give up their personal goals & relationships Believe it is hopeless to try to resolve conflict Feel helpless Easier to withdraw than face conflict

17. High Importance Low Importance High Importance 35 1 2--Shark 4 GOALS RELATIONSHIPRELATIONSHIP Conflict Styles

18. Shark - Forcing Try to overpower opponents by forcing them to accept their solutions Not concerned with needs of others Do not care about how others perceive them Believe in winning and losing Winning gives them a sense of pride Try to win by attacking, & threatening others

19. High Importance Low Importance High Importance 3--Teddy Bear5 1 2 4 GOALS RELATIONSHIPRELATIONSHIP Conflict Styles

20. Teddy Bear--Smoothing Relationships most important, goals of little importance Want to be accepted and liked by other people Believe conflict should be avoided in favour of harmony Fearful that conflict will hurt someone

21. High Importance Low Importance High Importance 35 1 2 4--Fox GOALS RELATIONSHIPRELATIONSHIP Conflict Styles

22. Fox--Compromising Moderately concerned with relationships and goals Willing to sacrifice part of their goals and relationships in order to find agreement for the common good

23. High Importance Low Importance High Importance 35--Owl 1 2 4 GOALS RELATIONSHIPRELATIONSHIP Conflict Styles

24. Owl--Collaborating Value goals and relationships View conflicts as problems to be solved See conflicts as improving relationships by reducing tension Seek solutions that satisfy both parties Not satisfied until solution is found and tension is reduced

25. Which style is better?

26. Decide on a SMART agreement S Specific M Mutually acceptable A Appropriate R Realistic T Time based

27. In any business situation, SOLVING THE PROBLEM IS THE GOAL…NOT WINNING!

29. FACILITATOR Prof. Dr. Mohammad Majid Mahmood