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Conflict Strategies

Deniz Altay Ceren Çakır Cemal Vurankaya Süleyman Kahraman. Conflict Strategies. Deniz Altay. What Is Conflict?. What is conflict?. Conflict is the dramatic struggle between two forces in a story. “ You cannot shake hands with a clenched fist ” Indira Gandhi. Defination of Conflict.

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Conflict Strategies

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

  2. Deniz Altay What Is Conflict?

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

  4. 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.

  5. 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

  6. Functional versus Dysfunctional Conflict • Functional Conflict:Supports the goals of the group and improves its performance • Dysfunctional Conflict:Hinders group performance

  7. 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

  8. 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

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

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

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

  12. Limited resources

  13. Communication differences

  14. Personel Differences

  15. Differences in goals

  16. Differences in perceptions

  17. Status incongruency

  18. TheConflictProcess

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

  20. 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

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

  22. 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

  23. Ceren Çakır Types of Conflict

  24. 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

  25. 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

  26. 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.

  27. CHARACTER VS CHARACTER CONFLICT Main character is in conflict with another character.

  28. CHARACTER VS CHARACTER CONFLICT • Lose – lose approach • Dependent • Envy others • Criticize self • Low courage • Low consideration

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

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

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

  32. GROUPS VS GROUPS CONFLICT • Horizontal conflict Eg : conflict between marketing and sales department • Vertical conflict Eg : conflict between sales department and sales management

  33. CONFLICT STRATEGIES

  34. 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 .

  35. 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

  36. 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

  37. 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.

  38. 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.

  39. 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.

  40. 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.

  41. 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.

  42. 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.

  43. 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.

  44. Cemal Vurankaya Conflict Strategies (cont.)

  45. 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.

  46. 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.

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