1. MANAGING CONFLICT
(Discussion Note)
2018
BKB/NASC/2018

2. DEFINITION OF CONFLICT
Negative ?
Harmful ?
BKB/NASC/2018

3. TRADITIONAL Views on Conflict seen as dysfunctional outcome
BKB/NASC/2018

4. Views on Conflict Contd….
HUMANISTIC
Seen as natural & inevitable outcome in any group.
BKB/NASC/2018

5. Views on Conflict Contd….
INTERACTIONISTIC
a positive force that is necessary for a group effectiveness, self critical & creative.
BKB/NASC/2018

6. PROCESS in which Perception of one party being negatively affected…
On an issue of importance to the perceiver
BKB/NASC/2018

7. Functional vs Dysfunctional Conflict
WHEN CONFLICT SUPPORTS GOALS OF GROUP & IMPROVES ITS PERFORMANCE
BKB/NASC/2018

8. Functional vs Dysfunctional Conflict Contd….
WHEN CONFLICT HINDERS GROUP PERFORMANCE & CAN BE OF THREE TYPES
TASK CONFLICT- OVER CONTENT & GOALS OF WORK
RELATIONSHIP CONFLICT
PROCESS CONFLICT -OVER HOW WORK GETS DONE
BKB/NASC/2018

9. CONFLICT PROCESS FIVE STAGES
I. POTENTIAL OPPOSITION OR INCOMPATIBILITY
II. COGNITION & PERSONALIZATION
III. INTENTION
IV. BEHAVIOR
V. OUTCOMES
BKB/NASC/2018

10. 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.
{This stage indicates presence of conditions that create opportunities for conflict to arise.}
BKB/NASC/2018

11. 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.
{This is the stage where conflict issues get defined & parties decide what the conflict is all about. It also brings forth the emotional linkages to the issue.}
BKB/NASC/2018

12. Conflict Handling Intentions
Stage III: INTENTIONS
Conflict Handling Intentions
COMPETING: Desire to satisfy one’s interest regardless of impact of other party to the conflict.
COLLABORATING: Desire to satisfy fully concerns of all parties.
AVOIDING: Desire to withdraw or suppress a conflict.
ACCOMODATING: willingness to place opponent’s interests above own.
COMPROMISING: Willingness to give up something.
BKB/NASC/2018

13. DIMENSIONS OF CONFLICT HANDLING INTENTIONS
ASSERTIVE
COLLABORATING
COMPETING
COMPROMISING
AVOIDING
ACCOMODATING
UNASSERTIVE
COOPERATIVE
UNCOOPERATIVE
BKB/NASC/2018

14. Stage IV: BEHAVIOUR Minor Disagreement or misunderstanding
Overt questioning or challenging of others
Assertive verbal attacks
Threats & ultimatums
Aggressive physical attacks
BKB/NASC/2018

15. Stage V: OUTCOMES FUNCTIONAL OUTCOMES
IMPROVES QUALITY OF DECISIONS, STIMULATES CREATIVITY & INNOVATION, ENCOURAGES INTEREST & CURIOSITY, OPEN COMMUNICATION, TRANSPARENCY, FOSTERS ENVIRONMENT OF SELF EVALUATION & CHANGE.
BKB/NASC/2018

16. OUTCOMES Contd…. DYSFUNCTIONAL OUTCOMES
DISSOLVE COMMON TIES, DISCONTENT , DESTRUCTION OF GROUP.
BKB/NASC/2018

17. ANTECEDENTS CONDITIONS
STAGE I STAGE II STAGE III STAGE IV STAGE V
PERCEIVED
CONFLICT
CONFLICT
HANDLING
INTENTIONS
COMPETING
COLLABORATING
COMPROMISING
AVOIDING
ACCOMODATING
INCREASED
GROUP
PERFORMANCE
OVERT
CONFLICT
BEHAVIOR
REACTION
ANTECEDENTS CONDITIONS
COMMUNICATION
STRUCTURE
PERSONAL VARIABLES
DECREASED
GROUP
PERFORMANCE
FELT
CONFLICT
POTENTIAL OPPOSITION COGNITION INTENTIONS BEHAVIOR OUTCOMES
OR INCOMPATIBILITY & PERSONALIZATION
BKB/NASC/2018

18. CONFLICT MANAGEMENT
USE OF RESOLUTION , PREVENTION AND STIMULATION TECHNIQUES TO ACHIEVE THE DESIRED LEVEL OF CONFLICT
BKB/NASC/2018

19. CONFLICT RESOLUTION TECHNIQUES
PROBLEM SOLVING
EXPANSION OF RESOURCES
AVOIDANCE
SMOOTHING
COMPROMISE
AUTHORITATIVE COMMAND
ALTERING THE HUMAN VARIABLE
ALTERING THE STRUCTURAL VARIABLES
Face to face open discussions/Negotiation/Bargaining
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
BKB/NASC/2018

20. Eight steps model of problem solving
Create a positive environment
Define the problem
Identify relevant facts and opinions
Determine what results are desired
Propose different solution
Reach an agreement
Implement the agreement
Evaluate the solution.
BKB/NASC/2018

21. WHEN TO USE DIFFERENT CONFLICT RESOLUTION APPROACHES
APPROACH WHEN
DOMINATING IMPORTANT ISSUES, SURE OF BEING RIGHT.
ACCOMODATING 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
BKB/NASC/2018

22. Conflict Prevention Techniques
Reducing interdependence
Exchange of personnel
Liaison group or integrators
Appeal to higher authority
Adopting conflict sensitive approach.
BKB/NASC/2018

23. CONFLICT STIMULATION TECHNIQUES
COMMUNICATION
BRINGING IN OUTSIDERS
RESTRUCTURING ORGANIZATION
APPOINTING DEVIL’S ADVOCATE
Using ambiguous or threatening messages
With values conflicting with group
Realigning work groups, altering rules , interdependence
Designating a critic to argue against majority positions
BKB/NASC/2018

24. Thanks and Good day BKB/NASC/9851156111/binod. bista@nasc. org
Thanks and Good day
BKB/NASC/2018