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MANAGING CONFLICT

MANAGING CONFLICT. (Discussion Note) 2018. DEFINITION OF CONFLICT. Negative ? Harmful ?. Views on Conflict. TRADITIONAL seen as dysfunctional outcome. Views on Conflict Contd…. HUMANISTIC Seen as natural & inevitable outcome in any group. Views on Conflict Contd….

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MANAGING CONFLICT

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  1. MANAGINGCONFLICT (Discussion Note) 2018 BKB/NASC/2018

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

  3. Views on Conflict TRADITIONAL 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 FUNCTIONAL WHEN CONFLICT SUPPORTS GOALS OF GROUP & IMPROVES ITS PERFORMANCE BKB/NASC/2018

  8. Functional vs Dysfunctional Conflict Contd…. DYSFUNCTIONAL 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. 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. 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 , PREVENTIONAND STIMULATIONTECHNIQUES TO ACHIEVE THE DESIRED LEVEL OF CONFLICT BKB/NASC/2018

  19. CONFLICT RESOLUTION TECHNIQUES 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 APPROACHWHEN 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 BKB/NASC/2018

  24. Thanks and Good dayBKB/NASC/9851156111/binod.bista@nasc.org.np/binodb1@live.com BKB/NASC/2018

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