1 / 82

CONFLICT RESOLUTION

CONFLICT RESOLUTION. CONFLICT. Conflict. Conflict : A condition that exists anytime two or more people disagree. Interpersonal conflict is unavoidable, but we can learn to manage it. Conflict.

urbano
Download Presentation

CONFLICT RESOLUTION

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. CONFLICTRESOLUTION

  2. CONFLICT

  3. Conflict • Conflict: A condition that exists anytime two or more people disagree. • Interpersonal conflict is unavoidable, but we can learn to manage it.

  4. Conflict • Conflict is a natural phenomenon, neither inherently good or bad, but there may be positive or negative outcomes.

  5. B. Examples of Conflict Give some examples of conflict situations in: • WORK ENVIRONMENT –: • Superior & Subordinate relationships? • Subordinate & Superior relationships? • Peer groups in work environment? • JUDICIAL ADMINISTRATION • Where they agree? • Where they do not agree? • How do you resolve issues? • DOMESTIC SITUATIONS • RELATIONSHIPS

  6. Sources of Conflict • Conflict exists whenever incompatible activities occur. • Conflicts may originate from a number of different sources, including: • Differences in information, beliefs, values, interests, or desires. • A scarcity of some resource. • Rivalries in which one person or group competes with another.

  7. Undesirability of Conflict • Conflicts are often hard to keep under control once they have begun. • There is a definite trend toward escalation and polarization. • Once conflict escalates to a point at which it is no longer under control, it almost always yields negative results.

  8. Dealing with Conflict in the Workplace Causes of Conflict • Misunderstanding • Personality clashes • Competition for resources • Authority issues • Lack of cooperation • Differences over methods or style • Low performance • Value or goal differences

  9. C. Interpretations Conflict is… • perceived differently by different people • often perceived as bad • “eliminate conflict in the workplace” • “eliminate conflict from your daily life”

  10. Dealing with Conflict in the Workplace The Value of Conflict Conflict is destructive when it: • Diverts energy from more important issues and tasks. • Deepens differences in values. • Polarizes groups so that cooperation is reduced. • Destroys the morale of people or reinforces poor self-concepts.

  11. Dealing with Conflict in the Workplace The Value of Conflict Conflict is constructive when it: • Opens up issues of importance, resulting in issue clarification. • Helps build cohesiveness as people learn more about each other. • Causes reassessment by allowing for examination of procedures or actions. • Increases individual involvement.

  12. Functional and Dysfunctional • Functional; works FOR the organization • Dysfunctional” harms the organization • Curvilinear relationship with performance • Too little • Too much

  13. Negative Consequences • Wastes time • Wastes energy • Retaliation and sabotage

  14. Anger Disagreement Hostility Threat Anxiety Competition Tension Violence Destruction Pain War Conflict Resolution General perceptions of conflict as “negative:”

  15. Clarifying Learning Stimulating Intimate Courageous Strengthening Creative Helpful Enriching Caring Opportunity Inclusive Conflict Resolution Potential Productive Outcomes of Conflict:

  16. Conflict Resolution • Managing conflict in a dysfunctional way is a learned behaviour and can be changed.

  17. Conflict Resolution • How do/did we learn our own styles of conflict management? • Role Models? • Family role models • Celebrity role models • Teachers/mentors/coaches • Media examples/role models

  18. Personal Styles of Dealing with Conflict • Turtle (Avoidance) • Teddy Bear (Accommodation) • Shark (Domination) • Fox (Compromise) • Owl (Integration)

  19. Conflict Resolution • It’s likely that a person employs more than one style, depending on the situation, but usually one style dominates. • Certain styles may be appropriate for certain situations.

  20. Conflict Resolution • Managing conflict constructively depends in large measure on clear, open, and honest communication

  21. Roadblocks To Resolving Conflict • Clashing Egos - Styles Of Conflicts • Name calling • Sarcasm/Ridicule • Insulting • Threatening • Blaming • Inflexibility • Defensive body posturing/language

  22. Constructive Criticism • If you do it, yes, follow some good rules: private, timely, descriptive, etc. • It’s rare that there is a work related problem that can be unilaterally corrected by one person

  23. Constructive Criticism • Performance & Motivational problems are often systemic, related to the organization’s management systems, leadership & communication practices. • Thus, feedback most often should be two way.

  24. Conflict Styles • Accommodate: Yield, go along with the other person’s way of behaving. Your needs are still not met. • Avoid: Both parties continue to do things their own way and don’t discuss the problem • Leave: End the relationship • Vent: Discuss with friends but do nothing about the problem directly with the person or persons involved with you.

  25. Conflict Styles • Demand Change: Attempt to change the other person by insisting that he or she change his/her attitudes/behaviour. 6.Request Change: Attempt to change the other person by asserting your needs and requesting the other person to change to accommodate your needs.

  26. Conflict Styles • Negotiate Change: Attempt to create change through negotiations in which you explore your mutual needs and attempt to find a mutually satisfying solution or at least one that is a better compromise than the present situation. • Self-Change: Change your own attitudes or behaviour to ensure that your needs met. This means that the other person is not asked to change anything about his/her attitudes/behaviour.

  27. History Lessons

  28. History Lessons Honeymoon Question: Where is the conflict? Pinch Point? Or Crunch Point? Pinch Point Crunch Point

  29. History Lessons • Pinch point problems • are easier to attend to when they occur • People avoid confronting pinch points for various reasons • Crunch point problems • are multiple & complex • are more difficult to work out • are often emotionally loaded • are often sparked by verbal fighting • Parties have to decide • which problems they will work on • in what order

  30. History Lessons • Each unresolved problem gets added a museum list of grievances created. • Differences become expressed as “You always …” “You never …” • As issues are added, the potential for relationship-destructive outcomes becomes greater

  31. History Questions • How do you stop yourself from catching problems at the ‘pinch point’? • In your present relationships, how many pinches have you been saving up? • Do you have a small or large Grievance Museum?

  32. History Questions • Do you ever ‘explode?’ If so, how well does it work? • When someone explodes at you, what’s your reaction?

  33. Inferences & Conflict

  34. Inferences & Conflict • Inference = assumption made about the other person’s attitudes or intentions

  35. Inferences & Conflict EVENT: Something happens that doesn’t meet my needs CONFLICT STYLE: Demand Request Negotiate Etc. RESOLUTION OR NOT

  36. Inferences & Conflict EVENT: Something happens that doesn’t meet my needs INFERENCE: I make inferences about the other person CONFLICT STYLE: Demand Request Negotiate Etc. RESOLUTION OR NOT

  37. Inferences • Might be right or wrong • You can infer positive or negative intent/motives • + Bill’s late because he’s got a job and family and he did his best to be prepared for the meeting. • - Bill’s late because he doesn’t really like being assigned team work and he doesn’t mind letting people down.

  38. What’s the Issue? • The issue might be: • Bill being late • Bill not preparing his part of the case • Bill not caring about the people in the team • If the inference is wrong, the the conflict issue has gone from a simple behaviour [lateness] to a larger ethical/moral issue. • It’s easier to resolve a lateness behaviour than a ‘not caring’ attitude.

  39. Handling Conflict

  40. Handling Conflict • Concern for own goals • Concern for goals of others • Concern for relationship

  41. Conflict Management • Analysis • Determine ALL sources of conflict • Determine best strategy to use • Dictation • Arbitration • Mediation • Negotiation

  42. Managing Workplace ConflictCommunication Reminders • Use “I” rather than “you” • Focus on behaviours, not personality • Give clear and specific examples • Explain impact of inappropriate behaviours on others • Avoiding `fighting words’

  43. Managing Your Anger • Can be energizing, motivating • SLOW DOWN, take time • Think about the other person’s perspective • Think about consequences • Ask for feedback

  44. Assertiveness • A way to decrease the likelihood/intensity of hot conflict • A way to cope better when there is conflict. Assertive: expressing your opinions and desires DIPLOMATICALLY

  45. Who gains with assertiveness? • The non-assertive person. • The people around the non-assertive person.

  46. Becoming More Assertive • If shyness is a problem, practice low-key social/business contacts. • Practice being decisive (start small!) and saying NO. • Talk about problems BEFORE you are furious or resentful. • Try to deal with one problem at a time.

  47. Assertiveness Scripts • Clarify issue • State your position (including emotion if appropriate) • State your goal (including flexibility) • State desired or feared consequences. • Keep on track.

  48. Assertiveness Techniques • Explain but do not justify. • Don’t make empty promises or threats.

  49. Managing Other People’s Anger • Encourage confrontation • Contain • Connect • Open-ended questions • When necessary, allow people to ‘climb Mount Anger’

  50. Towards Conflict Management

More Related