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KONFLIK

KONFLIK. Budi Anna Keliat. Konflik. Suatu proses yang dimulai bila satu pihak merasakan bahwa suatupihak lain telah mempengaruhi secara negatif atau akan segera mempengaruhi secara negatif , sesuatu yang diperhatikan pihak pertama . ( Robbins). THE DEFINITION OF CONFLICT.

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KONFLIK

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  1. KONFLIK Budi Anna Keliat

  2. Konflik • Suatuproses yang dimulaibilasatupihakmerasakanbahwasuatupihak lain telahmempengaruhisecaranegatifatauakansegeramempengaruhisecaranegatif, sesuatu yang diperhatikanpihakpertama. (Robbins)

  3. THE DEFINITION OF CONFLICT • Conflict is behavior by a person or group that is purposely designed to inhibit the attainment of goals by another person or group. • Active • Passive • Most of us think of conflict as a negative experience. • Conflict has the potential to produce positive outcome. • A device for directing effort.

  4. PandanganTentangKonflik • Semuakonflikmerugikandanharusdihindari. • Konflikmerupakanhasilwajardantidakterelakkandalamsetiapkelompok. • Konfliktidakhanyasuatukekuatanpositifdalamsuatukelompokmelainkanmutlakperluuntuksuatukelompok agar dapatberkinerjaefektif.

  5. LEVEL OF CONFLICT(Vecchio&Gray&Starke) • INTRAPERSONAL CONFLICT • Approach – Approach Conflict • Avoidance – Avoidance Conflict • Approach – Avoidance Conflict • INTERPERSONAL CONFLICT PERSPECTIVES IN CONFLICT ANALYSIS • Intra-Individual Conflict • Inter-Individual Conflict • Individual-Group Conflict • Intergroup Conflict

  6. JenisKonflik • Fungsional • Konflik yang mendukungtujuankelompokdanmemperbaikikinerjakelompok. • Disfungsional • Konflik yang merintangikinerjakelompok.

  7. ProsesKonflik Tahap I Tahap II Tahap III Tahap IV Tahap V OposisiatauKognisidanMaksudPerilakuHasil ketidakcocokanpersonalisasi potensial

  8. Tahap I: OposisiatauKetidakcocokanPotensial Kondisi yang menciptakantimbulnyakonflik: • Komunikasi • Struktur • Makinbesarkelompok • Makinmuda • Makinberbedatujuan • Gayatertutupdanketat • VariabelPribadi • Otoriterdandogmatik • Bedasistemnilai

  9. SOURCES OF CONFLICT • VECCHIO • Comminication factors • Structural factors • Personal behaviour factors • GRAY & STARKE • Limited resources • Interdependent work activities • Differentiation of activities • Communication problems • Differences in perseption’s • The environment of the organization • Other sources of conflict

  10. Source of Conflict • Tensions between groups • Increased workload • Multiple role demands • Threats to safety and security • Sconce resources • Cultural differences • Invasion of personal space (Mc. Elhaney)

  11. Tahap II: KognisidanPersonalisasi • Persepsiterhadapkonflik • Kesadaranolehsatupihakataulebihakaneksistensikondisi-kondisi yang menciptakankesempatanuntuktimbulnyakonflik. • Perasaanterhadapkonflik • Pelibatanemosionaldalamsuatukonflik yang menciptakankecemasan, ketegangan, frustasi, danpermusuhan.

  12. Tahap III: Maksud • Maksud (Intensi) • Keputusanuntukbertindakdalamsuatucaratertentu. • Bersaing • Suatuhasratuntukmemuaskankepentinganseseorang, tidakpedulidampaknyapadapihak lain. • Berkolaborasi • Keinginanuntukmemuaskankepentingansemuapihak. • Menghindar • Menarikdiridarikondisikonflik. • Mengakomodasi • Kesediaanmenaruhkepentinganlawandiataskepentingansendiri. • Berkompromi • Tiappihakbersediamelepassesuatu.

  13. Tahap IV: Perilaku Perilakumencakup: • Pernyataan • Tindakan • Reaksi

  14. KontinumIntensitasKonflik Konflik Pemusnah Tiada Konflik • Upayaterang-teranganuntukmenghancurkanpihak lain • Seranganfisik yang agresif • Ancamandan ultimatum • Serangan verbal yang tegas • Pertanyaanatautantanganterang-teranganterhadappihak lain • Ketidaksepakatanatausalahpahamkecil

  15. Pemecahankonflik Pemuaiansumberdaya Penghindaran Perataan Kompromi Otoritatif Mengubahvariabelmanusia Mengubahvariabelstruktur Disfungsional Oposisitakterkendali Menghentikanfungsikelompok Menghambatkomunikasi Mengurangiketerpaduan Mengalahkantujuan ManajemenKonflik

  16. CONFLICT MANAGEMENT • GRAY & STARKE • Conflict Stimulation • Appointing managers who are open to change • Encouraging competition • Restructuring the work unit • Conflict Resolution • Forcing • Smoothing • Ajority Rule • Compromise • Consensus • Confrontation • Integration

  17. VECCHIO • Conflict management (five styles) • Forcing/Competing • Collaborating • Compromising • Avoiding • Accommodating • Structural Approach • Stimulating Conflict (samadengan Gray & Starke) • Intergroup Conflict • Rules and Procedures • Appeal to Higher Authority • Boundary-Spanning Positions • Negotiation • Team • Integrating Department

  18. Konflik dan Kinerja Unit Tinggi ↑ Kinerja A B C Unit ↓ (Rendah) Tingkat Konflik (Tinggi)

  19. FIVE CONFLICT-HANDLING STYLES Source: K. W. Thomas, “Organizational Conflict,” in Organizational Behaviour, ed. S. Kerr (Columbus)

  20. 5 WAYS MANAGEMENT CONFLIC

  21. A. Avoiding • When an issue is trivial, or more important issues are pressing. • When you perceive no chance of satisfying your concern. • When potential disruption outweighs the benefits of resolution. • To let people cool down and regain perspective. • When gathering information supersedes immediate decision. • When others can resolve the conflict more effectively. • When issues seem tangential or symptomatic of other issues.

  22. B. COMPETING • When quick, decisive action is vital, e.g., emergencies. • On important issues where unpopular actions need implementing, e.g., cost-cutting, enforcing unpopular rules, discipline. • On issues vital to company welfare when you know you’re right. • Against people who take advantage of noncompetitive behavior.

  23. COMPETITION • PLUS • The winner is clear • Winner usually experience gains • MINUS • Establishes the batter ground for the next conflict • May cause worthy competitions to withdraw or leave the organization

  24. C. Accommodating • When you find you are wrong – to allow a better position to be heard, to learn, and to show your reasonableness. • When issues are more important to others than to you – to satisfy others and maintain cooperation. • To build social credits for later issues. • To minimize loss when you are outmatched and losing. • When harmony and stability are especially important. • To allow subordinates to develop by learning from mistakes. Source: K. W. Thomas, “Toward Multi – Dimensional Values in Teaching: The Example of Conflict Behaviours,” Academy of Management Review 2.

  25. ACCOMMODATION • PLUS • Curtails conflict situations • Enhances ego of the other • MINUS • Sometimea establishes a precedence • Does not fully engage participants

  26. D. Compromising • When goals are important but not worth the effort of potential disruption of more assertive modes. • When opponents with equal power are committed to mutually exclusive goals. • To achieve temporary settlements to complex issues. • To arrive at expedient solutions under time pressure. • As a backup when collaboration or competition is unsuccessful.

  27. COMPROMISE • PLUS • Show good will • Establishe friendship • MINUS • No one gets what they wants • May feel like a dead end

  28. E. Collaborating • To fid an integrative solution when bath sets of concerns are too important to be compromised. • When your objective is to learn. • To merge insights from people with different perspectives. • To gain commitment by incorporating concerns into a consensus. • To work through feelings that have interfered with a relationship.

  29. COLLABORATION • PLUS • Every one “wins” • Create good feelings • MINUS • Hard to achieve since no one knows how • Often confusing since players can “win” something they didn’t know they wanted

  30. WHAT THIS MEANS MANAGING CONFLICT MEANS YOE NEED TO DEVELOP SEVERAL STYLES AND DECIDE WHICH IS VALUABLE AT ANY GIVEN POINT OF CONFLICT

  31. TIPS FOR MANAGING WORKPLACE CONFLICT • Binahubunganbaiksebelumkonflikterjadi • Janganbiarkanmasalahkecilmenjadibesar, selesaikansegera • Hargaiperbedaan • Dengarkan pendapat orang lain padasituasikonflik • Hargaiperasaansebelumfokuspadafakta • Fokuspadapenyelesaianmasalahbukanmengubahorang lain • Jikatidakdapatdiselesaikan, cariorangketigaygdapatmembantu • Ingatadaptasi style sdrpadasituasidanorangygterlibat

  32. Terimakasih SelamatMencoba

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