Conflict Management and Resolution Making

1. Conflict Management and Resolution Making JICA LGREP Organization Development and Management

2. Topic Objectives • At the end of the topic the participants are expected to: • Understand the meaning of Conflict. • Understand the strategies for Conflict Management. Organization Development and Management

3. What is Conflict? • Whenever there is a clash of interests, values, actions, views or directions Conflict occurs. Organization Development and Management

4. Levels of Conflict • Conflict Management operates on and across all levels of society Organization Development and Management

5. Systematic Process in Conflict Management • Conflict Management is a systematic process geared toward finding mutually satisfying outcomes for two or more Conflicted parties. • But conflict must be perceived and realized prior to its management or resolution. Organization Development and Management

6. Factors to facilitate perception and realization of Conflict Organization Development and Management

7. The five manifestations of Conflict Management Organization Development and Management

8. Exercise 1 • Strategies for Conflict Management? Organization Development and Management

9. Point 1.1 • Collaboration • this approach helps build commitment and reduce bad feelings Organization Development and Management

10. Point 1.2 • Compromise • generally used to achieve temporary solutions, to avoid destructive power struggles or when time pressures exist • Win-win solution Organization Development and Management

11. Point 1.3 • Competition • when basic rights are at stake or to set a precedent Organization Development and Management

12. Point 1.4 • Accommodation • when the issue is more important to others than to you Organization Development and Management

13. Point 1.5 • Avoidance • when the other issues are more pressing; • when confrontation has a high potential for damage or more information is needed Organization Development and Management

14. Point 1.6 • Competing • power-oriented mode which puts an emphasis on winning your own concerns at the expense of another Organization Development and Management

15. Point 1.7 • Accommodating • involves self-sacrifice Organization Development and Management

16. Point 1.8 • Collaborating • to work with the other party to find an alternative that satisfies the concerns of all Organization Development and Management

17. Point 1.9 • Avoiding • neglecting, withdrawing, indifference, denial, or apathy Organization Development and Management

18. Summary • Conflicts are inevitable in any organization. A modest level of conflict can be useful in generating better ideas and methods, inspiring concern and ingenuity, and stimulatingthe emergence of long-suppressed problems. • Conflict management strategies should aim at keeping conflict at a level at which different ideas and viewpoints are fully voiced but unproductive conflicts are deterred. • Basic problems in inter-group behavior are conflict of goals and communication failures. A basic tactic in resolving conflicts, therefore, is to find goals upon which groups can agree, and to ensure proper communication and interaction. Some conflicts arise because of simple misconceptions, which can be overcome by improved communication. • A manager should manage conflicts effectively rather than suppress or avoid them. To manage them, a manager needs to ask 'What?' and 'Why?' - and not 'Who?' - to get at the root of a problem. In the process of resolving conflicts, many problems can be identified and solved by removing obstacles and creating a new environment of individual growth. If conflicts are not managed properly, they can be damaging, as they waste a lot of energy and time, and invoke tension, which reduces the productivity and creativity of those involved. Organization Development and Management

19. Exercise 1 What are the probable conflicts in a newly organized BAWASA? How can we manage these conflicts? (justify and present your strategies) Organization Development and Management

20. References • “Black- The Social Organization of Law.” Department of sociology, University of Virginia. October 12, 2007. Retrieved from http://www.virginia.edu/sociology/publications/blackthesocialorganizationoflaw.htm • “Black- The Behavior of Law.” Department of sociology, University of Virginia. October 12, 2007. Retrieved from http://www.virginia.edu/sociology/publications/blackthebehavioroflaw.htm • “Black- Toward a General Theory of Social Control. Volume 1: Fundamentals”. Department of sociology, University of Virginia. October 12, 2007. Retrieved from http://www.virginia.edu/sociology/publications/blacktowardageneraltheoryofsocialcontrolvolIfundamentals.htm • “Black- Toward a General Theory of Social Control. Volume 2: Selected Problems”. Department of sociology, University of Virginia. October 12, 2007. Retrieved from http://www.virginia.edu/sociology/publications/blacktowardageneraltheoryofsocialcontrolvol2selectedproblems.htm • Black, Donald, ed.1984b. Toward a General Theory of Social Control, Vol. 1: Fundamentals. Orlando, FL: Academic Press. • Black, Donald. “Crime as Social Control”, American Sociological Review, Vol. 48, No. 1. (Feb., 1983), pp. 34-45. Organization Development and Management

21. References • Borg, Marian J., (Jun., 1992), Conflict Management in the Modern World-System, Sociological Forum, Vol. 7, No. 2. pp. 261-282. • Carpenter, Susan L. and Kennedy W.J.D. Managing Public Disputes: A Practical Guide to Handling Conflict and Researching Agreements. Jossey-Bass Publishers, 1988. • McNamara, Carter. Field Guide to Leadership and Supervision for Nonprofit Staff, 2nd edition. Authenticity Consulting, LLC, 2003. • Morrill, Calvin., (Nov., 1991), Conflict Management, Honor, and Organizational Change. The American Journal of Sociology, Vol. 97, No. 3. pp. 585-621. • Starr, June. Review: [Untitled] (Dec., 1986) • Irving, J.L. 1971. Groupthink. Psychology Today, November Organization Development and Management