2. Conflict Strategies Deniz Altay Ceren Çakır Cemal Vurankaya Süleyman Kahraman

3. What Is Conflict? Deniz Altay

4. What is conflict? Conflict is the dramatic struggle between two forces in a story. “You cannot shake hands with a clenched fist” Indira Gandhi

5. Defination of Conflict  A process in which one party consciously interferes in the goal- achieving efforts of another party.  It is also a natural phenomenon because; organizational member have varied goals; resources are limited; people do not all see things the same way.

6. Transitions in Conflict Thought  The Traditional View: Conflict is bad; synonymous with violence, destruction, and irrationality  The Human Relations View: Conflict is natural and inevitable; accept it  The Interactionist View: Conflict should be encouraged; keeps the group alive, self-critical, and creative

7. Functional versus Dysfunctional Conflict FF unctional Conflict: Supports the goals of the group and improves its performance DD ysfunctional Conflict: Hinders group performance

8. Differentiating Types of Conflict Task Conflict: Low to moderate levels of conflict are functional Relationship Conflict: Almost always dysfunctional Process Conflict: Low levels are functional

9. Conflict Intensity Continuum No Conclict Minor disagreements Overt Challenging of other Assertive verbal attacts Therats and ultimatums Aggressive physical attacks Overt efforts to destroy the other party Annihilatory Conftlict

10. What is Conflict About? Differences in facts, needs, values, positions and methods causes conflicts.

11. The Iceberg – What you see and what you don’t Positions Conclusions Interests Observation Perceptions Intentions Values Beliefs Needs Assumptions WOUNDS

12. What causes conflict?  Limited resources  Communication differences  Personal differences  Differences in goals  Differences in perceptions  Status incongruency Are the most important cause of conflict

13. Limited resources

14. Communication differences

15. Personel Differences

16. Differences in goals

17. Differences in perceptions

18. Status incongruency

19. The Conflict Process

20. Ways of Responding to Potential Conflict Assertiveness of Response Low High Similarity of Goals Low High Compete Avoid Compromise Accommodate Collaborate

21. Orientations to Conflict  Competition Winning the conflict at the expense of others Forcing vs. contending  Compromise Focusing on give-and-take of conflict Firm vs. flexible  Collaboration Trying to ensure everyone wins The best but the most difficult  Avoidance Refusing to become involved in conflict Protecting vs. withdrawing  Accommodation Yielding one’s opinion to appease others Yielding vs. conceding

22. Don’t assume there's one conflict-handling intention that is always best. competition – Use competition when quick, decisive action is vital compromise – Use compromise when goals are important collaboration – Use collaboration to find an integrative solution avoidance – Use avoidance when an issue is trivial accommodation – Use accommodation when you find you’re wrong

24. Factors Influencing Conflict Orientation  Assertiveness: making one’s goals visible to others involved in the conflict  Cooperativeness: acknowledging the goals of others  Disclosure: the amount of information one is willing to share  Flexibility: the amount of movement one is able to make to resolve the conflict  Participation: the amount of activity required to engage in the conflict

25. Types of Conflict Ceren Çakır

26. CHARACTER VS SELF CONFLICT The main character experiences some kind of internal conflict. Tere are four reasons of internal conflict.  Blocking : Being pysichologically and phsically far from others

27. CHARACTER VS SELF CONFLICT  Dissapointment Need Motive Obstackle Aim Water Walking Closed Water to the source door source Results : 1- To attack (kicking the door) 2- Withdrawal (moving backward from door and sulking 3-To harden : (going on trying to open the door) 4- To leave : (entering from window, drinking coffee

28. CHARACTER VS SELF CONFLICT  Target conflict A- Approach – approach : Two positive targets B- Approach – avoid : One target with both positive and negative sides C- Avoid – avoid : Two negative targets  Role conflict : Differences between expected role, perceived role and existing role.

29. CHARACTER VS CHARACTER CONFLICT  Main character is in conflict with another character.

30. CHARACTER VS CHARACTER CONFLICT  Lose – lose approach -Dependent -Envy others -Criticize self -Low courage -Low consideration

31. CHARACTER VS CHARACTER CONFLICT  Win – win -seek mutually benefical solutions -Cooperate, not compete -Listen to understand -Abundance mentality

32. CHARACTER VS CHARACTER CONFLICT  Win – lose -focus on win -want others to lose -scarcy mentality -competitive -use power, courage -most common view

33. CHARACTER VS SOCIETY CONFLICT  The main character is in conflict with a larger group ; a community, society, culture etc...

35. GROUPS VS GROUPS CONFLICT  Horizontal conflict Eg : conflict between marketing and sales department  Vertical conflict Eg : conflict between sales department and sales management

36. CONFLICT STRATEGIES

37. PRETENDING NOT TO SEE Refusing to acknowledge that a problem exists Withdrawal from a conflict or ignoring its existance Reducing interaction Little change of satisfaction Disruption outweights benefits Gain perspective Resolve by others Tangential or symptomatic issues.

38. PRETENDING NOT TO SEE  Avodiance is positive when conflict is minor or when there is a little chance of winning, but it is negative because of failure to address important issues

39. MAKING LATE  It is similar to avodiance. Existance of conflict is known but there is no seriousness. Both sides wait for a period and think about conflict. Waiting period is positive if sides think that they may be punished by management and try to agree but it is negative when sides obstinate with each other

41. PERSUATION  Persuation represents an attempt by one party to convince another to change an opinion about the nature of the conflict or the most appropriate resolution. A person can more easily persuade others to change their opinions if that person has high credibility. Similarly persons who are high in authoritarism would probably be more subject to influence than others.

43. SMOOTING OVER  An attemp is made to deactivate the conflict and cool off the emotions and hostilities of the groups involved. This strategy is appropriate where a stopgap measure is needed or when the groups have a mutually important goal.

44. DRAWING LOT  If sides can’t agree and both seems right, drawing lot may be used as a conflict strategy. In this strategy, chance and fate determines the results. It is sometimes negative because failed side loses importance and prestige so motivation decrease.

45. PROBLEM SOLVING  An approach to identify the extract nature of a problem, consider possible alternative solutions and select the solution that is most appropriate when both parties are willing to work together and when the nature of the problem can be examined in objective and quantitive terms. This method is less successful for solving complex problems.

46. PROBLEM SOLVING  For instance; Conflict : Sales department and personnel department disagree over the most appropriate training procedures for new sales representatives. Solution : It can be assumed that both sides seek the same end ( effective sales reps) and that various training procedures can be carefully and objectively compared to find the most appropriate one.

47. JUDGEMENT OF THIRD PARTY ( ARBITRATOR)  If sides can’t agree by themselves and management also can’t persuade them, they can apply to a third party. As an arbitrator, a person must be trustworthy and impartial.

48. JUDGEMENT OF THIRD PARTY ( ARBITRATOR)  In this strategy, main condition is that, sides must recpect to the decision of arbitrator even if it is negative for them.

49. Conflict Strategies (cont.) Cemal Vurankaya

50. Political Approach  At this strategy, managers promise both of them to support them to provide effective long term solution. If one of them makes a concession, the manager will promise to support him or her. So, person who lost or make a concession have not been denigrated by other people.

51. Bargaining  This method begins with the agreement of opposing sides. Then, sides that recognize the importance of agreement start to bargain. At the end of the bargaining, sides reach an agreement at a mid point.

52. Election  At this strategy, people who have conflict explain his/her ideas to voter and then voter choose one of them. So winner ideas have been accepted. But voter may not be objective. For this reason, the election could not be useful for the company.

53. Evaluating the Effects of Conflict  This method is also known as the approach of bringing power into play. The director is to tend to make his authority known to the opposing sides who are insisting on the conflict despite of him. This method starts by the director’s putting forth the cost of this meaningless conflict for the organization. Through this action, he is to declare clearly that on the condition that the conflict is not over he is going to punish the sides and accordingly if the conflict is ended, they are going to be rewarded in an appropriate way.

54. Evaluating the Effects of Conflict  Because the sides are to be accept the power of the director, they are to quit the conflict shapely. However, it is possible that the conflict is to begin again in a moment when the director is weak.

55. Taking Up Employees’ Time  The manager takes up employees’ time by giving them some tasks. So, workers don’t have enough time to be in conflict with others. This strategy reduces number of conflict but don’t destroy it.

56. Finding New Possibilities  If the reason of conflict is scarce source, this strategy can be used to eliminate conflict. At this strategy, sources have been increased to eliminate conflict.

57. Taking Organizational Measures  At this strategy, the managers make job rotation or identify worker’s authority, task, and responsibility again to reduce conflict. Rotation causes people who have conflict to see each other less than before.

58. Determining Much More Important Objectives  At this method, managers determine much more important objectives and force their employees to come together for achieving those objectives. So, conflicts disappear until achieving important objectives. This method usually use in crisis period. After crisis period, conflicts appear again.

59. Determining Common Enemy  At this strategy, competition within group can be reduced by identifying a common enemy. For example, production and sales departments which have a conflict can identify enemy within another organization to reduce conflict.

60. Arranging Group Activities  If two people don’t know each other, this situation can cause conflict. For this reason, mangers must arrange group activities. So managers can eliminate conflict.

61. An Example: FIREART FIREART The story is true, but people are not. Source: Harward Business Review

62. WHICH STRATEGY IS THE BEST  Each one of strategies has opportunities and threats. For this reason, deciding which strategy is the best is depending on the situation, your goals and desires.

63. Results of Conflict Conflict is harmful. Conflict is useful. Conflicts have useful and harmful results.

64. Useful Results of Conflict In the result of conflict, People who have a conflict may know each other much more. Old and unsuccessful leadership style may be changed. New objectives can be identified. Energy and motivation of employees may increase. Conflict can cause an increase in newness and creativity by allowing increase in different ideas. Groups and people may become aware of their power. People can satisfy their aggressive drive.

65. Harmful Results of Conflict In the result of conflict, one of two people who have a conflict may can be damaged physically. Conflict may cause aggressive behavior and antagonism. In the result of conflict, time, money and energy can be wasted. In the result of conflict, people can regard their own objectives as superior. Conflict can cause a decrease in productivity by affecting morale of people. Conflict can cause fatalism.

66. Benefits and Costs of Conflict Süleyman Kahraman

67. Is conflict necessarily be bad? What is the optimum level?  It is used to be thought an undesired thing in the past.  But it is proved that conflict is quite beneficial in a medium level and it is destructive when it is too high and too low.

68. The Benefits of Conflict  Conflict makes organization members more aware and able to cope with problems.  It promotes organizational change and adaptation  Conflict strengthens relationships and heightens morale  Conflict promotes awareness of self and others.  Conflict enhances personel development and psychological development  Conflict can be stimulating and funny

69. The Costs of Conflict  Competitive Process:  Misperception and Bias:  Emotionality:  Decreased comminication:  Blurred Issues:  Rigid Commitments:  Magnified Differences, Minimized similarities:  Escalation of the Conflict:

70. Bazı Kişilikler Ve Bunlarla Başa Çıkma Yolları

71. B u l d o k  Saldırgan, katı, kavgaya meyilli, gol atma derdinde, uyarmadan saldırıya geçebilir.  Kemirmeleri için bir kemik verin.  Söyledikleri ile söyleme şeklini birbirinden ayırın.  Soğukkanlı davranın.

73. A t  Her şeyi kitabına göre yaparlar, zekidir ama her zaman tökezleyebilir.  Onları suya götürün.  Yapmaları için bir şeyler verin.  Yeniden tekrarlayarak ve özetleyerek görüşlerinden faydalanın.

74. T i l k i  Üç kâğıtçı, toplantının altını oyar. Çok fazla dedikodu yapar. Potansiyel bir sabotajcı.  Görüşlerini açık seçik ortaya koymaları için onları zorlayın.  Gizli gündemlerini ortaya çıkarın.  Buldokları üzerlerine salın.

75. M a y m u n  Çok bilmiş, her konuda uzman, çaktırmadan dedikodu yapar.  Daldan dala atlar.  Her şeye gönüllü olarak balıklama dalar.  Prosedürü kontrol edin.  Kapalı sorular sorun.  Yapmaları için onlara zor bir iş verin.

76. K i r p i  Dikenli, devamlı mızmızlanır.  Herkesi küçümser, muhtemelen bir kaç kez ezilmiştir.  Şüpheci, yardımı sevmez, işleri karıştırma eğilimi vardır.  Onları gıdıklayın.  Uzmanlık alanlarına saygı gösterin.  Yardım etmelerini isteyin.  Sorumluluk vererek onlara belli bir statü kazandırın (ve tabii ki bir bardak sıcak süt).

77. C e y l a n  Korkak ve içine kapanık, genç olabilir.  Kaçmaya yatkın, sessiz bir savaşçı.  Kendi ayakları üzerinde durmaktan yoksun.  Cevaplayabilecekleri direkt sorular yöneltin  Onları övün ve cesaretlendirin.

78. K u r b a ğ a  Geveze, düşünmeden konuşur, her yere burnunu sokar, tilkinin kurbanıdır.  Gündemden uzaklaşmalarına izin vermeyin, gaflarını görmezlikten gelin.  Zamana riayet etmelerini isteyin.

79. S u a y g ı r ı  Debelenir, zamanın çoğunda yarı uykulu bir hâldedir.  Belirsizlikleri sever. Hemen hemen her şeyde hemfikirdir.  En sevdiği söz ‘niçin ben?’dir.  Uyandırmaya çalışın.  Aniden sözü ona verin.  Onları zorlayın.

80. Z ü r a f a  Çok kolay dikkati dağılır, devamlı hayal kurar.  Oldukça duygusaldır.  Başarısız olmamak için her şeyi yapar.  Ayaklarının yere basması için onları cesaretlendirin.  Saygı gösterin.  Açıklarını aramayın.