HM 02 Conflict Management

1. HM 02 Conflict Management Conflict, causes, types, management

2. Content • What is a conflict • Different views • Causes • Management • Reponses to conflict

3. Draw mind map all you know about conflicts!

4. What is a conflict ? “Conflicts is a disagreement between two or more parties”

5. Conflict Conflict exists when individuals who depend on each other express different views, interests, or goals and perceive their views as incompatible or oppositional.

6. V 02 What is Conflict_.flv

7. Categories of Conflict • International • National – civil • Socio – economic • Political / religious • Organizational • Family • Personal

8. Different views of the Organizational Conflicts • Traditional • Always harmful • Human relations • inevitable , unavoidable • Modern management • Deficiency in the systems • Positive force for a group to function effectively • Too little and too much is harmful & controlled levels are effective

9. Conflict • Expressed disagreement—all conflict is expressed verbally or nonverbally. • Conflict can occur only between people who depend on each other. • Conflict involves opposition and is more than just differences. • The perception that our concerns are at odds with those of another • The perception that we and another must reconcile our differences

10. Principles of Conflict • Conflict is a natural process in all relationships. • Conflict may be overt or covert. • Overt conflict is out in the open and explicit. • Covert conflict is hidden and often unacknowledged.

11. Principles of Conflict • Conflict may be managed well or poorly. • It can either promote continuing attachment or split a relationship apart, depending on how differences are managed . • It involves intense emotions that we may not know how to handle. • Learning communication conflict skills can help us deal with differences.

12. Principles of Conflict • Conflict may be good for individuals and relationships. • It allows us to consider other points of views. • It can support our own identity by clarifying how we differ from others. • It expands partners’ views of each other.

13. Causes of Organizational Conflicts • Systems & Personnel • Poor systems • Scarcity of resources • finance, equipment, facilities, • Disagreements • needs, goals, priorities and interests • Poor or inadequate organizational structure • Lack of clarity • in roles and responsibilities • Poor supervision

14. Causes of Organizational Conflicts • Personal • Difference in : • attitudes, values or perceptions • Poor communication • Lack of teamwork • Over work • Resistance to change • Different approach for common goal

15. Positives of Conflicts • Enhance room to change • Improve skills to adopt to a situation • Generate energy & activity • Stimulate curiosity & ideas • Eases out tension • Brings out best in people • Leads to clarifications , roles, procedures objectives and forming systems & Policies

16. Negatives of Conflicts • Brings out instability and chaos • Disrupt the flow of activity • Negatively modifies the organization • Create undue tension unhealthy environment • Tear the organization by piece by piece • Lead to confusion , crisis and disaster

17. Conflict- the process

18. Signs of Conflicts • Body language • Disagreements, regardless of issue • Withholding bad news • Surprises • Strong public statements • Airing disagreements through media • Conflicts in value system

19. Signs of Conflicts • Desire for power • Increasing lack of respect • Open disagreement • Lack responsibility on sensitive issues • Lack of clear goals • No discussion of progress, failure relative to goals, failure to evaluate the superintendent fairly, thoroughly or at all.

20. Responses to Conflict

21. Responses to Conflict • The exit response involves leaving a relationship either by physically walking out or by psychologically withdrawing. • The neglect response occurs when an individual denies or minimizes problems, disagreements, anger, tension. • The loyalty response is staying committed to a relationship despite differences. • The voice response is an active, constructive strategy for dealing with conflict by talking about problems and trying to resolve them.

22. Conflict Management

23. A. Conflict stimulation • Main objective is to improve the existing current situation • Methods • Create competition • Import new people / technology • Change establish procedures / position • Communication

24. B. Conflict Control • Expansion of the resource base • Relying on rules and procedures • Formation of task forces • Formation of super ordinate goals • Matching personalities

25. B. Conflict Control…. 6. Share information • by keeping people in the group up-to-date with current issues 7. Express positive expectations about each other 8. Empower each other - publicly crediting colleagues who have performed well and encouraging each other to achieve results 9. Team-building • by promoting good morale and protecting the group's reputation with outsiders 10. Resolve potential conflict • by bringing differences of opinion into the open and facilitating resolution of conflicts

26. C. Conflict Resolution – process • Identify the problem/ problems • Make sure smooth running of the hospital- Smoothening • Accept deficiencies • Generate options • Positive • Win- win • Peaceful • Resolve the conflict

27. 5 ways to manage conflict • Avoidance • Competition • Accommodation • Compromise • Collaboration

28. 1. Competition • Plus • The winner is clear • Winners usually experience gains • Minus • Establishes the battleground for the next conflict • May cause worthy competitors to withdraw or leave the organization

29. 2. Accommodation • Plus • Curtails conflict situation • Enhances ego of the other • Minus • Sometimes establishes a precedence • Does not fully engage participants

30. 3. Compromise • Plus • Shows good will • Establishes friendship • Minus • No one gets what they want • May feel like a dead end

31. 4. Collaboration • Plus • Everyone “wins” • Creates good feelings • Minus • Hard to achieve since no one knows how • Often confusing since players can “win” something they didn’t know they wanted

32. What This Means • Managing conflict means you need to develop several styles and decide which is valuable at any given point of conflict

33. Tips for Managing Workplace Conflict • Build good relationships before conflict occurs • Do not let small problems escalate; deal with them as they arise • Respect differences • Listen to others’ perspectives on the conflict situation • Acknowledge feelings before focussing on facts • Focus on solving problems, not changing people • If you can’t resolve the problem, turn to someone who can help • Remember to adapt your style to the situation and persons involved

34. Negotiation • Appointed representatives of conflicted groups meet • in order to resolve their differences with view to reach an agreement. • It is a deliberate process • conducted by representatives of groups, designed to reconcile differences and to reach agreements by consensus. • The outcome dependents • on the power relationship between the groups. • Negotiations needs • compromise - one group may win one of their demands and give in on another.

35. Negotiation - the next steps • Negotiation • Two groups only • Mediation • Two groups with a mediator • Arbitration • Two groups with a judge / arbitrator

36. Negotiation What is negotiation? Purpose ? Principles of successful negotiation Conduction of negotiation

37. What is Negotiation? • Negotiation is communication with the aim of reaching an agreement • Negotiation is not a surrender • Negotiation describes a process not an outcome

38. Objectives of Negotiation • To change behavior • End of conflicts, disputes and establish peace and harmony • Positive environment • End to destruction for work processes

39. Purpose of Negotiation • Prevent or manage violence / conflicts by agreeing to behavior • Improve freedom of communication • Improve relationship with parties & authorities • Resolve disputes with or between parties

40. Principles of Negotiation 1.Knowing what you have to do ! • Objectives of negotiations • Policies • Instructions 2.Knowing what they want to do ! • Their objectives • Previous statements 3.Knowing their values and culture ! • Improve of your credibility

41. Alert & focused Use Basic Communication skills Patience, Patience, Patience…….. Key to Success Negotiations

42. Basic communication Skills • Use neutral words • So the way you see it…is • ’How would that work…if • Paraphrasing • Listening and restating in your own words “So, what you are saying is…, in other words …..

43. Basic communication Skills • Reframing • Shifting the focus from positions to interests • Encouraging flexibility expressing something in a different way. “In other words, what you want is…” • Acceptable Tone • Authoritative • Impartial • Non aggressive

44. Basic Communication Skills 5. Active Listening • Listening actively even if you do not agree • Be alert and focused • Do not speak to your colleagues when the other person is speaking 6. Communicating openness • Being open to hearing the perceptions and needs of others “How would that work if…”

45. Basic Communication Skills 7. Non-verbal communication • Eye contact • Paying attention • Nodding • Non-verbal communication is culture specific • Posture • Breathing • Presentation

46. Conducting Negotiations Stage 1: Introduction (start) Stage 2: Substance (discussion) Stage 3: Conclusion (end)

47. I. Introduction (The Start) Opening statement and welcome • Follow custom and protocol • Introduction • Agree on Rules • Agree on what you are going to discuss • Possible goal

48. II. The Discussion • Give equal prominence and time for both parties • Keep them on track • Breaks • Reduce number of options • Agreement • Consider implementation & monitoring

49. III: Conclusion • Summarize & next steps • Adoption/signing of agreement • Next meeting • Reporting • Immediate report

50. Thank You !V 07 Conflict Resolution - Funny Video.flv