FACILITATOR Prof. Dr. Mohammad Majid Mahmood

1. Art of Leadership & Motivation HRM – 760 Lecture - 16 • FACILITATOR • Prof. Dr. Mohammad Majid Mahmood

2. Management in Organizations-II

3. What we know…. • Conflict is a naturally occurring phenomenon for human beings • People do not get involved in conflict situations unless they have some stake in the relationship or outcome or both

4. What we know…. • One can never truly resolve conflict, one can only manage conflict • The costs of unmanaged conflict can be high, but the gains from using differences creatively can also be great • Conflict can either be productive or destructive

5. Why & how do we get in conflict situations?

6. Why Conflict Arise? People differ… so they: • See things differently • Want different things • Have different thinking styles, which prompts them to disagree • Are predisposed to disagree • Have different personalities • Have different status • Have different goals • Are influenced by fear, force, fairness or funds

7. THE ISSUES • The Facts: present situation, problems • The Goals: how things ought to be, the future conditions sought • The Methods: the best, the easiest, the quickest, the most ethical • The Values: the beliefs about priorities that should be observed in choosing goals & methods • The History: what has gone on before

8. Theories of Conflict Traditional Theory • conflicts are caused by trouble-makers • conflicts are bad • conflicts should be avoided Modern Theory • conflicts are expected between human beings • conflicts are often beneficial • conflicts are the natural result of change • conflicts can and should be managed

9. Types of Conflict • Differences in Style. • People's style for a completing job can differ. • e.g. one person may just want to get the work done quickly (task oriented), while another is more concerned about having it done a particular way e.g. artistic • Differences in Background/Gender • Conflicts can arise between people because of differences in educational backgrounds, personal experiences, gender and political preferences. • Differences in Personality • This type of conflict is often fueled by emotion and perceptions about somebody else's motives and character. • e.g. a team leader jumps on someone for being late because he perceives the team member as being lazy. The team member sees the team leader as being irrational.

10. Types of Conflict • Interdependence Conflicts • A person's job depends on someone else's co-operation, output or input. • E.g., a sales-person is constantly late inputting the monthly sales figures which causes the accountant to be late with her reports. • Differences in Leadership • Leaders have different styles. Employees who change from one supervisor to another can become confused • E.g.. one leader may be more open and delegates responsibility while another may be more directive. For an employee, it becomes a conflict situation.

11. Resolving Conflicts • Step One: Set the Scene • Understand the situation rationally • Step Two: Gather Information • Understand each others needs and concerns • Step Three: Agree to a Problem • Define a mutual Problem • Step Four: Brainstorm Possible Solutions • Think of all the possible solutions • Step Five: Negotiate a Solution • Come to solution that is agreed by both the groups If the situation remains a conflict, then consider seeking a third party to mediate.

12. More Techniques… • Recognize conflict is a process to be managed, not avoided or eliminated. • Conflict is a problem to be solved, not a battle to be won. • Stay focused on the problem or issue to be solved.

13. More Techniques… Ask Open-Ended Questions. Listen Actively Keep emotions in control. Separate People from the Problem. Focus on Interests, Not Positions. Use Ground Rules

14. Conflict Styles R E L A T I O N S H I P High Importance 3 5 4 2 1 High Importance Low Importance GOALS

15. Conflict Styles R E L A T I O N S H I P High Importance 3 5 4 2 1--Turtle High Importance Low Importance GOALS

16. Turtle - Withdrawing • Avoid conflict at all costs • Give up their personal goals & relationships • Believe it is hopeless to try to resolve conflict • Feel helpless • Easier to withdraw than face conflict

17. Conflict Styles R E L A T I O N S H I P High Importance 3 5 4 2--Shark 1 High Importance Low Importance GOALS

18. Shark - Forcing • Try to overpower opponents by forcing them to accept their solutions • Not concerned with needs of others • Do not care about how others perceive them • Believe in winning and losing • Winning gives them a sense of pride • Try to win by attacking, & threatening others

19. Conflict Styles R E L A T I O N S H I P High Importance 3--Teddy Bear 5 4 2 1 High Importance Low Importance GOALS

20. Teddy Bear--Smoothing • Relationships most important, goals of little importance • Want to be accepted and liked by other people • Believe conflict should be avoided in favour of harmony • Fearful that conflict will hurt someone

21. Conflict Styles R E L A T I O N S H I P High Importance 3 5 4--Fox 2 1 High Importance Low Importance GOALS

22. Fox--Compromising • Moderately concerned with relationships and goals • Willing to sacrifice part of their goals and relationships in order to find agreement for the common good

23. Conflict Styles R E L A T I O N S H I P High Importance 3 5--Owl 4 2 1 High Importance Low Importance GOALS

24. Owl--Collaborating • Value goals and relationships • View conflicts as problems to be solved • See conflicts as improving relationships by reducing tension • Seek solutions that satisfy both parties • Not satisfied until solution is found and tension is reduced

25. Which style is better?

26. Decide on a SMART agreement • S Specific • M Mutually acceptable • A Appropriate • R Realistic • T Time based

27. In any business situation, SOLVING THE PROBLEM IS THE GOAL…NOT WINNING!

29. FACILITATOR • Prof. Dr. Mohammad Majid Mahmood