1. Conflict Management Pratibha DhunganA
Nepal Administrative Staff College, 2076

2. Session Outline Understand Conflict Process of Conflict
Assertive and co-operative style
Some Effective Tips to handle Conflict

4. 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

5. As you begin to assert yourself, you will encounter some conflict.
Conflict is a “creative opportunity”
a chance to reexamine a problem and come up with a novel solution.
Conflict can be stressful and difficult to cope with, particularly for those inclined toward introversion or agreeableness.
Ideally, everyone would agree with us and just give us what we want without question, but reality dictates that this will not be the case very often.

6. Conflict: Transitions Thought
Traditional View of Conflict(Dysfunctional)
The belief that all conflict is harmful and must be avoided
Prevalent view in the 1930s-1940s
Human Relations(Humanistic) View of Conflict
The belief that conflict is a natural and inevitable outcome in any group
Focuses on productive conflict resolution
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.

7. Conflict: Transitions Thought
Modern(Interactionistic) 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
A “positive force” that is necessary for a group effectiveness, self critical & creative.
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.

8. Three Certainties Perhaps there are only three certainties in life:
Death
Taxes
Conflict

9. Conflict: Functional Vs Dysfunctional

10. High and low assertiveness
Individuals’ behavior ranges from high to low assertiveness.
Assertiveness lies between the two extremes (Hulbert and Hulbert, 1982: 25), high assertive individuals, stand up for their rights in ways that violate others’ rights.
High assertiveness- uncooperative behavior in conflict situations.
Organizational settings-assertive individuals are seen as more powerful and they can adopt more advantageous situations.

11. High levels of assertiveness may bring instrumental rewards and short term achievements
Low levels of assertiveness may bring social benefits but it may undermine goal achievement (Ames and Flynn, 2007: 307). De Dreu et.al., (2000: 889) investigated the effect of social motives

12. The Process View of Conflict

13. Self Assessment

14. Calculate the total under each category:
Competing: 4,9,12
Collaborating: 1, 5, 7
Avoiding: 6,10,15
Accommodating: 3,11,14
Compromising: 2, 8,13
Result: My dominant style is...( your highest Score)

15. 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

16. Conflict Handling Strategies
Cooperativeness
Assertiveness
Accommodating
Avoiding
Competing
Collaborating
Compromising

17. ROLE PLAY
Situation 1: You make a mistake at work and your supervisor tells you off in a very abrupt and angry manner
Situation 2: You have a lots of works pending on your work list and even working at your weekend you couldn’t finish your work and your boss gives you other responsibilities.

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

20. Defusing conflict – when dealing with conflict we need to:
Detect early signs of aggression
Employ self control
Focus on a solution
Use active listening
Signal non-aggression
Empathise

21. Some Effective Tips to Handle Conflict
Don't argue with perception
Don't judge behaviors
Build Bridge Mindset rather than Barrier mindset
Source:Shay andMCConnon, 2008

22. 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....

23. Closing Note
Focus on the situation, issue or behavior, not the person.
Maintain the self-esteem and self-confidence of others.
Maintain constructive relationships.
Take the initiative to make things better.
Lead by example.

24. Thank You