“Working together isn’t always easy”
Managing Conflict
-Tarak
Bahadur KC, PhD
[email protected]
Contents




Meaning of conflict
Symptoms and types of conflict
Causes and consequences of
conflict
Conflict management approaches
/ Styles / techniques / tools
2
Meaning of Conflict
A conflict is:
-
-
-
a difference between two or more
beliefs, opinions, ideas or
interests.
a disagreement over issues of
substance and or an emotional
antagonism.
Perceived divergence of interests.
3
Conditions for Conflict
Your goal
Degree
of
conflict
Other person’s
goal
4
Some Facts about Conflict
Conflict is:
- natural, yet
- uncomfortable for most of us.
- sometimes necessary, even desirable
to achieve a truly collaborative
outcome, therefore
- very important to address and not to
avoid.
5
Symptoms of Conflict
What are the Symptoms of Conflict?








Angry
Anxiety
Hurt
Defensive
Non-supportive / Passive / Aggressive
behaviour
Absenteeism
Complaining / Verbal abuse
Physical violence
6
Types of Conflict
Personal / individual conflict
2. Interpersonal conflict
3. Inter / Organisational conflict
4. Inter-group conflict
1.
7
2. Inter-personal Conflict
3. The Effect of Conflict on Organization Performance
9
Causes / Sources of Conflict
Causes / Sources of Conflict
What are Causes and Consequences of Conflict?
1. Perceptual differences
2. Priority or value differences
3. Different expectations or role pressures
4. Divergent goals
5. Self-esteem or status threat
6. Personality clashes
7. Poor / no communication
8. Change not liked by people / beneficiaries
9. Generation gap
10. Economic situation
11. Ideological differences
11
Consequences of Conflict
1.
Positive / Constructive /
Functional effects
Results in positive benefits to individuals,
the group, or the organisation.
2.
Negative / Destructive /
Dysfunctional effects
Works to the disadvantage of individuals,
the group, or the organisation.
12
1. Likely positive effects






Long-standing problems surfaced and
dealt with them
Clarifies people's viewpoints
Produces better ideas and forces
people to search for new approaches
People feel challenged and they
receive the opportunity to test their
abilities
Provides opportunities for creativity
Creates new energy / cohesion
13
2. Likely negative effects






Develops suspicion and distrust climate
Reduces contact between people and
some stop communicating with each other
Ends the relationship or seriously
damages it
Some feel defeated, embarrassed, and
demoralised / decline in morale
Some leave the organisation
Distracts people from the important goals
of an organisation and cause valuable
time to be wasted on non-productive
arguing
14
Typical Responses to Conflict
Avoiding the issue
 Jump into battle with guns
blazing
 Finding a quick fix
 Wait for things to get sorted
out on its own

15
Approaches /Styles for Conflict Management
High
Assertiveness
Low
Assertiveness
Concern for Self
The approach and style for resolving conflict depends on
assertiveness and responsiveness skills of a manager.
Domination
Collaboration
Compromise
Avoiding
Accommodation
Concern for Others
Low
High
Responsiveness
Responsiveness
16
Possible Outcome from each Style
Approach
1.
2.
3.
4.
5.
Domination
Accommodation
Avoiding
Compromise
Collaboration
Outcome
Win – Lose
Lose – Win
Lose – Lose
Win some – Lose some
Win – Win
17
Deciding Preferred Approach

Lowest transaction costs ? (time,
money, energy, emotion)

Greatest satisfaction? (outcome &
process)


Most positive / least negative effects
on the long term relationship
between parties?
Most likely to “resolve” the dispute?
18
Techniques of Conflict Management
1.
2.
3.
Peaceful coexistence
Compromise
Problem-solving:
I.
II.
III.
IV.
V.
VI.
VII.
VIII.
Create a positive environment
Define the problem
Identify relevant facts and opinions
Determine what results are desired
Propose different solutions
Reach an agreement
Implement the agreement
Evaluate the solution and continue to refine it
19
Tools for Managing Conflict Effectively








Attack the problem, not the person
Focus on what can be done, not what can’t be
done
Encourage different points of view and honest
dialogue
Express feelings in a way that does not blame
Accept ownership appropriately for all or part of
the problem
Listen to understand the other person’s point of
view before giving your own
Show respect for the other person’s point of view
Solve problem while building the relationship
20
Conclusion
Conflict is inevitable and a reality of life, which
is neither bad nor is always avoidable in any
ongoing relationship, whether at home, work or
social living. Conflict is the life blood of vibrant,
progressive, stimulating organisations. It sparks
creativity, stimulates innovations and
encourages personal improvement. But, it will
never turn out like you plan. It is an inevitable
part of organisational life. Therefore, try to
manage it effectively.
21
Accept Conflict
as
Opportunity
for
Creativity
GOOD LUCK
22