1. Personal Development for Communication Technology Pratik Man Singh Pradhan | Module Code: CT1039NI | Week 9 - Tutorial

2. Conflict Management The world is full of it

3. Conflict Management  The presentation will cover  Definition of Conflict  Results of Conflict  Reasons of conflict  Driving Forces for Managing Conflicts  Interplay of driving forces  Styles of resolving conflict  Dealing with feelings

4. Definition  Conflict is a process in which an effort of a person is intercepted by another person to fulfill his own needs and concerns.  Examples: Disagreement / War / Battle / Emotional tensions / Disputes (Internal or external)  How does it start? One person initiates the conflict ultimately involving another one or a group of persons.

5. Constructive and Destructive Conflict  Constructive conflict  Getting different solution to a problem  Stimulation of creativity by using brain storming technique.  Destructive conflict (Disputes / Emotional tension / Disagreement)

6. Results of Conflict  Hampers progress in achieving individual or organizational goal  Leads individuals to use defensive and blocking behaviors  Stimulates win at all costs attitudes  Spoils relation between two person or more

7. Reasons of Destructive Conflict in an Organization  Struggle for power and control  Dislike of two individuals  Poor communication  Fear of being inferior (Inferiority complex)  Feeling of superiority by a person over another person  Dominating behavior of one person to another person or a group of persons  Lack of trust from one person to another person or a group of persons

8. Driving Forces for Managing Conflicts There are two distinct driving forces which interplay in managing conflicts i.e. Assertiveness and Co-cooperativeness  Assertiveness: Assertiveness is quality that is sought. Assertiveness is not aggression. Assertiveness means to be able to express own ideas with determination  Co-cooperativeness: Cooperativeness implies accommodating ideas, concerns and needs of other people.

9. Interplay of Driving Forces leading to Conflict Resolving Styles Compromising AssertivenessAssertiveness High Cooperativeness Accommodating Low High Collaborating Avoiding Low Competing

10. Styles of Resolving Conflicts The competing Style The accommodating Style The avoiding Style The collaborating Style The compromising Style

11. Competing Style Competing style is highly assertive but not cooperative (Power oriented style). Strengths: - Quick and vital decision - Unpopular action - Clarity about right course of action. - Urgent defensive measures Risks: - Will loose all future opportunities to compromise - Chances of facing arguments are high

12. Accommodating Style Accommodating Style is highly cooperative but not assertive (Putting the other party's needs above owns needs and concerns). Strengths: - One party is not as concerned as other - One party is clearly in the wrong - To preserve harmony - To gain goodwill and credit - If there are opportunities for learning from other party Risks: - Chances of loosing influence and respect are high - Subordinate staff may take advantage.

13. Avoidance Avoidance style is unassertive and uncooperative (Avoiding the conflict) Strengths: - In cooling off overheated debate. - It allows time to analyze the situation. - Unimportant issue. - Less time for a solution - Small issue that can be dealt with later Risks: - Chances of breaking communication are high - Chances of increasing conflict in a bigger scale

14. Collaborating Style Collaborating style is highly assertive and cooperative (I prefer to look for best solution rather than argue). Strengths: - Win-win situation - Both the parties come to a solution Risks: - Time and energy consuming

15. Compromising Style Compromising style is an approach to find an acceptable solution to both parties. Strengths: - Good for temporary solutions of complex issues. - Goals of both parties are fairly important. - If both parties are strongly committed to mutually exclusive goals Risks: - Decrease in values of enterprises. - Important principles might be disregarded - The trust and commitment of colleagues might be undermined.

16. Dealing with Feelings In most of the conflict situation, the problem between two or more people will have both a rational and an emotional component: Thinking Feelings In disputes between people when emotions are flying, the feeling level needs to be treated first.

17. Conclusion There is nothing necessarily right or wrong with any of the conflict management style. Each of style is more or less appropriate depending upon the nature of the problem and characteristics of the parties involved. We all have access to all the styles. What we need to do is to develop our skills in executing the style depending upon the situation.

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