conflict management

Paras Kaushik, Training Center, Hindalco

Conflict


Conflicts inorganizations are

Inevitable


Objectives What is a Conflict Understand why conflict occurs Explore the impact of conflict Examine conflict management styles Identify our personal conflict management styles Consider the appropriateness of conflict styles Examine a model for managing the conflict process


Conflict

A process in which one party perceivesthat its interests are being opposed ornegatively affected by another party.


ConflictFUNCTIONAL CONFLICT

serves the organizations interests while

DYSFUNCTIONAL CONFLICTthreatens the organizations interests.


Interpersonal Conflict

Exists when two or more people haveincompatible goals and one or both

believe that the behavior of the otherprevents their own goal attainment


Why Conflict Occurs Worker needs/values Personality Job assignments Scarce resources Job design Organizational structure Culture differences


Other PersonsOther PersonsBehaviorBehavior

ConflictConflictstylestyle

The Conflict Process

PersonsPersonsExperiencedExperiencedFrustrationFrustration

ConflictConflictaftermathaftermath

ConflictConflictresolutionresolution

PersonsPersonsConceptualization ofConceptualization of

ConflictConflict


Unassertive Assertive

Conflict Management Styles

CompetingCompeting

CollaboratingCollaboratingAccommodatingAccommodating

AvoidingAvoiding

CompromisingCompromising

Cooperative

Uncooperative


Conflict Management Styles

CompetingCompeting

CollaboratingCollaboratingAccommodatingAccommodating

AvoidingAvoiding

CompromisingCompromising

Goal Orientation

Relat

ions

hip

Orie

ntat

ion

HighLow

H

i

g

h

L

o

w


Conflict Management StylesCompromising

Competing

Collaborating

Avoiding

Accommodating


Compromising Point out to the other person that if you both will

make a few concessions, the conflict can be resolvedquickly

Point out that if the disagreement is to be resolved,some sacrifices must be made by both of you


Goals are important but not worth the effort orpotential disruption of more assertive modes

Opponents with equal power are committed tomutually exclusive goals

It is desirable to achieve temporary settlements tocomplex issues

Time pressures necessitate expedient solutions Collaboration or competition is unsuccessful

Appropriate when...


Competing

Pursue your goals regardless of the other personsconcerns

Make the first move, gain control, and maximizechances of obtaining your demands

Prolong discussion until the other person gives in toyour approach for handling the problem


Quick, decisive action is vital (e.g., emergencies) Unpopular actions on important issues must be

implemented (e.g., cost cutting, enforcing unpopularrules, discipline)

You know you are right regarding issues vital to theorganizations welfare

People will take advantage of noncompetitivebehavior

Appropriate when...


Collaborating Determine where each of you stands; identify

options available to meet both parties needs Suggest combining your ideas with the other

persons ideas to make an even more workable idea Express concern for the differences between you; let

the other person know you want a resolution thatsatisfies both of you


An integrative solution must be found because bothsets of concerns are too important to becompromised

Your objective is to learn Insights from people with different perspectives

should be merged Commitment can be gained by incorporating

concerns into a consensus It is desirable to work through feelings that have

interfered with a relationship

Appropriate when...


Avoiding

Downplay the seriousness of the problem: Letsnot waste time with the matter.

Tell the other person that the problem does notconcern you

Explain that there is no point in trying to resolve aconflict between two people with such basicallydifferent personalities


An issue is trivial or more important issues arepressing

You perceive no chance of satisfying your concerns Potential disruption outweighs the benefits of

resolution People must cool down to regain perspective Gathering information supersedes immediate

decision Others can resolve the conflict more effectively Issues seem tangential or symptomatic of other

issues

Appropriate when...


Accommodating

Offer to handle the problem any way the otherperson wants

Go along with whatever the other person requests,rather than get into the difficulties of directconfrontation


You find you are wrong You wish to allow a better position to be heard You wish to learn You wish to show your reasonableness Issues are more important to others than to you You wish to satisfy others You need to maintain cooperation It is desirable to build social credits for later issues You are outmatched and losing (minimizes loss) It is desirable to allow others to develop by learning from

mistakes

Appropriate when...


An exercise

Self Assessment


Place yourself on a ten-point continuum

In doing this self-assessment ask and rateyourself on Have I walked away from more than one

conflict in the last month and prefer to letoutcomes unfold?

Do I clearly express my thoughts andperceptions?

Do I demand or insist on my desired solution?

1 2 3 4 5 6 7 8 9 10


What is your total score?

3 6 9 12 15 18 21 24 26 30

>10 Passive 11-20 Assertive 21- 30 Aggressive

Now rate your listening skills? Listening not Hearing!!!

Do you seek clarification first?What is this person saying, do you really understand what he or she means?What do your loved ones or close friends say about your listening skills?Do you receive positive or negative feedback from your partners and peers?


When Conflict occurs Listen to the issues and emotions. Try to understand each persons position and

experience. Resist the temptation to tell people what to do

(aggressive). Ask questions to clarify perceptions and uncover

misperceptions.

Many conflicts are often misunderstandings and can beresolved through patient discourse.

Ask questions to clarify perceptions and uncovermisperceptions.


When conflicts become substantiveFollow the preceding first steps.Your coworkers experience being heard andacknowledgedThis will increase their flexibility in seeking resolution.Access your listening skills and aspire to be

an assertive,pro-active leader working toward healthy problemsolving.

Negotiation and compromise grow out of goodlistening,self-reflection and the commitment to

communication and successful outcome.


Viewing conflicts as learningopportunities will buildteamwork and improve

communication.


Fair FightingThe mantras for winning


No hitting below the belt

...purposely calling attentionto known weaknesses or

sensitive areas.


No false agreements

...pretending to go along orto agree when you don't.


No character analysis orpsycho-analyzing

...telling a person whatthey are thinking, feeling,or why they acted as they

did.


No stereotyping

...labeling or name calling.


No gunny sacking

...saving up minorgrievances and dumping

them all at once rather thandealing with them one at a

time as they occur.


No playing archaeologist

...digging up pasthappenings.


Don't generalize

...using statements such as"You always ..." or "Younever ..." to describe a

person's behavior.


Stick to the issue

...dealing with only one issueat a time.


Don't drop "the bomb"

...over-reacting to a situationand making idle threats;

giving an ultimatum.


Avoid "round robin" fights

...continuing with repetitive,stale arguments where no

progress is being madetoward conflict resolution

conflict management

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