A.M. Joshi P.L. Govt.Polytechnic, Latur Conflict Resolution A.M. Joshi P.L. Govt.Polytechnic, Latur

Conflict Disagreement Discontent If it is not resolved affects morale, behavior, performance and satisfaction. May lead to stoppage of communication, seeing each other into enemy image, making non productive arguments, breaking relations, isolation and rift.

When is Conflict Positive?

What Does Work? What Doesn’t Work? Yelling, refusing to change or compromise, refusing to work out the conflict, name calling, hitting, walking out, belittling, etc. What Does Work? Negotiation, Mediation, Looking at both sides, A Win-Win attitude.

Who Owns the Problem? What is the Owner’s responsibility? The person who is negatively affected by the Problem. What is the Owner’s responsibility? To find a way to resolve the problem, even if he is not the cause of it.

Types of conflicts Intrapersonal => conflict with own goals, values, principles Interpersonal => Between two or more persons Inter Group Conflict => Between formal or informal groups.

Intrapersonal Conflict Goal Conflict Can attain only one goal out of many. Can be resolved by adopting rational approach, deciding priorities, thinking of long term gains. Role Conflict Various roles. Giving justice to all roles. Can be resolved by deciding role preference. Indicators : Depression, Frustration Person avoiding others Frequent Mistakes in work.

Interpersonal Conflict Due to disagreement on ideas, approach or value system. Can be resolved with mutual dialogue Indicators: No communication Argument over small diff Attempt to prove other person is wrong.

Inter Group Conflict Conflict between two depts, sections Can be resolved with mutual dialogue Indicators : Frequent friction in groups over non issues Involvement in non productive activities. Increase in discipline related issues.

Sources of conflict Behavioral part is visible. Attitude Remarks, Body language, Insult, Attack. Attitude Perceptions, feelings, belief and prejudice. Context : aspects Cultural, economical, political, historical, traditional

Causes of conflict Ego Poorly defined authority and responsibility. Power : excessive / no use of power Opposite Interests : Greed: Money, facilities, credit. Difference in value system: Complex work situations: People with diff background.

Skills for conflict resolution Critical listening and communication skills Negotiation and mediation skills Decision making. Interpersonal skills Team building and networking of people. Critical and objective thinking.

Steps in conflict Management-1 Mapping of conflict : understand various aspects: Who are involved? Who have more power and influence among them? Who are open for dialogue? What are the views of other peoples about the conflict? Who other than people involved can influence conflicting person? Are there some people who will work as obstruction? What are the causes of the conflict? What are positive, negative and neutral factors wrt resolution?

Steps in conflict Management-2 Negotiating Define the problem and agree on coming together to find the solution. Create strong will and environment for joint search of solution. Exchange of views, making offers and counter offers and negotiation. Actions for implementation of agreement.

Styles of Conflict Management High Co-operating Style   Collaborating Style Concernf For Others (Obliging) (Integrating) Compromising Avoiding Style Competing Style Low (Withdrawal) (Dominating) Concern For Self

Styles of Conflict Management Collaborating : Win-Win, Positive attitude and Beneficial outcome Competing Style : I Win You Loose. Not permanent solution Co-operative: Voluntarily Loose- Win Avoiding Style : ‘as-it-is’ Compromising Style : Both sides Win something and loose something.

Search for Win-Win Solution The Use of Power Three Responses Fight Flight / Avoidance Obedience/ Shutting Down Identify Each Others Needs and Goals

Preparation Include only those concerned. Give a description of the problem that respects all involved. Explain how conflict resolution can enable all to win, and explain the steps. Agree not to slip back to the win lose methods Find a good time and place with no distractions. Get something to write down ideas.

Identify the problem or issues Evaluate exactly what each of your actual needs are with the problem. List needs. Don’t accept sudden promises not to cause the problem

Brainstorm All Possible Solutions that meets both people’s needs Look at things from another’s perspective and try to see their point of view and look for a solution that meets both underlying needs.

Brainstorm to Generate all possible solutions. · Think of any and all possible ways to solve the problem so that everyone will have needs met. · Evaluate later NOT NOW · Do not criticize any suggestion. Feed back with reflective listening ·Write down all ideas suggested.

Evaluate the alternative solutions Ask “Will it work? Does it meet all the needs of both people? Are there any problems likely?” Don’t accept solutions for the sake of speed Use reflective listening and I Messages

Decide on the best solution. Find a solutions that is mutually acceptable to both of you. . If agreement seems difficult, Summarize areas of agreement. Restate needs, and look for new solutions. Make certain that both of you are committed to the solution

Implementing the Solutions Get Agreement on who does what by when Write this down and check all agree to it

     Follow-up evaluation Carry out agreed method. Wait to see if the conflicts seems resolved. If the agreed upon solution doesn’t work, remember it is the solution that failed, not the person, and seek for a new solution. Ask from time to time if the solution is working for both of you.

Results of Win-Win Solutions More creative in Thinking up solutions Take more responsibility for helping everyone have needs met Feeling of mutual respect Love grows deeper with every conflict resolved.

Rules of the Road: No "You" statements. Use statements that begin with the word "I". Do not use statements that include the word "you," because these statements make people feel defensive.

Slow. Remember, it takes time to settle a conflict Slow. Remember, it takes time to settle a conflict. Go slow at first, because conflict resolvers usually encounter some rough roads in the beginning.

begin again to solve the problem. U Turn Ahead. Sometimes tempers are flaring so much that it may be necessary to take a temporary U turn. Once the tempers have calmed down, you may begin again to solve the problem.

End of Construction. After reaching a solution that the two individuals agree will work, they can resume normal activities.