1. Managing Conflicts Khum Raj Punjali Pratibha Dhungana
Nepal Administrative Staff College, ACMD 2019

2. Session Outline Nature and Sources of Conflict
Conflict Management Techniques
Practical Ways of handling Conflict

3. Conflict
What clicks your mind when you think of Conflict?

4. Current Context of Bureaucracy
Changing Environment
Adjustment / reconciliation of existing Structure
Legal basis for running the governments ongoing
Redeployment of Officials
Capacity Gap in Provincial and Local Government
Issue of career development
Media Chase
etc...
Legal basis for running the governments have not yet been issued (including Act, Regulations, guidelines)

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7. Conflict: Definition
A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about. -S.P Robbins
Here we can discuss on three important component: Process, Interdependence and perceived incompatibility in detail with example

8. Conflict: Definition
A natural and inevitable fact of personal/ organizational life;
Occurs due to various reasons ranging from personalities, attitude to rules, regulations, policies, practices and available resources, communication and structure etc...;
May have positive or negative implications;

9. Conflict: Transitions Thought
Traditional View of Conflict
The belief that all conflict is harmful and must be avoided
Prevalent view in the 1930s-1940s
The traditional view of conflict believes that conflict is bad and it should be avoided as much as possible. This view was more prevalent in the 1930’s and 40’s than it is today. This view held that conflict was the result of poor communication, lack of openness, or failure to respond to employee needs. All these things are negative and can be fixed so management thought that conflict could be fixed and should be fixed.
(c) 2008 Prentice-Hall, All rights reserved.

10. Conflict: Transitions Thought
Human Relations View of Conflict
The belief that conflict is a natural and inevitable outcome in any group
Focuses on productive conflict resolution
Modern View of Conflict
The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively
Current view
The views of conflict have shifted over the years and have developed into more acceptance of conflict as a natural and inevitable outcome of group dynamics. This idea focuses on productive conflict resolution and is called the resolution focused view of conflict.
The current view on conflict is that it is not only a positive force in a group but it is actually necessary for a group to perform effectively. This is called the interactionist view of conflict and is widely accepted today.
(c) 2008 Prentice-Hall, All rights reserved.

11. It is OK to be different, it is not OK to dysfunction

12. Conflict: Nature/ Types
Intrapersonal
Interpersonal
Intragroup
Intergroup
Inter organizational
Intra organizational

13. Stages that the relationship goes through
Discussion: healthy sharing of ideas
Debate: openness to others’ ideas/different viewpoints
Argument: disagreement to others’ ideas
Conflict: I am right and you are wrong and you need to do it my way
Breakdown: painful relationship

14. Conflict Process

15. CONFLICT PROCESS FIVE STAGES
I. POTENTIAL OPPOSITION OR INCOMPATIBILITY
II. COGNITION & PERSONALIZATION
III. INTENTION
IV. BEHAVIOR
V. OUTCOMES

16. Stage I: Potential Opposition/Incompatibility
Conditions
Ambiguous Communication
Structure in terms of size, degree of specialization, role clarity & centralization of authority, degree of dependence between groups.
Personal variables

17. Stage II: PERCEPTION & AWARENESS
PERCEIVED CONFLICT
awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise. Not personalized.
FELT CONFLICT
getting emotionally involved in a conflict creating anxiety, frustration or hostility.

18. Stage III: Intentions Conflict Management: Two Broad Dimensions
Cooperativeness
Attempting to satisfy the other party's concerns
Assertiveness
Attempting to satisfy the one's own concerns

19. Stage III: Conflict Handling Intentions

20. Conflict Handling Intentions
Dimensions
Characteristics
Conflict Table
Avoiding
Desire to withdraw or suppress a conflict.
Lose-Lose
Accommodating
willingness to place opponent’s interests above own.
Lose-Win
Compromising
Willingness to give up something.
Some Win-some Lose
Competing
Desire to satisfy one’s interest regardless of impact of other party to the conflict.
Win-Lose
Collaborating
Desire to satisfy fully concerns of all parties.
Win-Win

21. Stage IV: Behaviour Minor Disagreement or misunderstanding
Overt questioning or challenging of others
Assertive verbal attacks
Threats & ultimatums
Aggressive physical attacks
Overt efforts to destroy the other party

22. Stage V: Outcomes FUNCTIONAL OUTCOMES
Improves Quality Of Decisions, Stimulates Creativity & Innovation, Encourages Interest & Curiosity, Open Communication, Transparency, Fosters Environment Of Self Evaluation & Change.

23. Stage V: Outcomes DYSFUNCTIONAL OUTCOMES
DISSOLVE COMMON TIES, DISCONTENT , DESTRUCTION OF GROUP.

24. CONFLICT MANAGEMENT
Is the practice of being able to identify and handle conflicts sensibly, fairly and efficiently.
It is the use of resolution and stimulation techniques to achieve the desired level of conflict.

25. CONFLICT RESOLUTION TECHNIQUES
PROBLEM SOLVING
EXPANSION OF RESOURCES
AVOIDANCE(lose- lose situation)
SMOOTHING
COMPROMISE
AUTHORITATIVE COMMAND
ALTERING THE HUMAN VARIABLE
ALTERING THE STRUCTURAL VARIABLES
Face to face open discussions
Create win-win situations
Withdraw or suppress
Playing down differences
Giving up something of value
Using formal authority
Training for attitudinal change
Changing formal structure& interaction patterns
PCMD, 2019

26. WHEN TO USE DIFFERENT CONFLICT RESOLUTION APPROACHES
APPROACH WHEN
DOMINATING IMPORTANT ISSUES, SURE OF BEING RIGHT.
ACCOMMODATING DISPUTES THAT ARE OF FAR GREATER IMPORTANCE TO THE OTHER GROUP THAN THEY ARE TO YOUR GROUP.
PROBLEM SOLVING WHEN BOTH GROUPS ARE WILLING TO INVEST TIME & EFFORT TO REACH A RESOLUTION THAT MAXIMIES OUTCOME
AVOIDING TEMPORARY EXPEDIENT TO BUY MORE TIME
COMPROMISING MIDDLE GROUND –BACK UP APPROACH WHEN ALL APPROACHES FAIL TO RESOLVE ISSUE

27. Some Practical Things to Keep in Mind
Don't argue with perception
Don't judge behaviors
Build Bridge Mindset rather than Barrier mindset
Source:Shay andMCConnon, 2008

28. How to build Bridge Mindset?
Listen for feelings, needs
Acceptance Listening
Talk Constructively
Example:
We seem to have diff approaches to...
Help me to understand why you want to...
would it be a good idea to talk about....

29. Listening is the Key

30. Closing Note Conflict is inevitable phenomenon yet complex
Human and non human factors are responsible for conflict
Sources of conflict are mainly personal, communication , Leadership and structural variables
Different perspectives from all parties need to be analyzed
Rather than Judging behaviors ,connect with needs
Conflict handling intentions and conflict resolution/stimulation techniques need to be used appropriately based on the circumstances

31. Thank You