Conflict Resolution

A.M. JoshiP.L. Govt.Polytechnic, Latur

ConflictDisagreement DiscontentIf it is not resolved affects

morale, behavior, performance and satisfaction.

May lead to stoppage of communication, seeing each other into enemy image, making non productive arguments, breaking relations, isolation and rift.

When is Conflict Positive?

What Doesn’t Work?

What Does Work?

Yelling, refusing to change or compromise, refusing to work out the conflict,name calling, hitting, walking out, belittling, etc.

Negotiation, Mediation, Looking at both sides, A Win-Win attitude.

Who Owns the Problem?

What is the Owner’s responsibility?

The person who is negatively affected by the Problem.

To find a way to resolve the problem, even if he is not thecause of it.

Types of conflictsIntrapersonal => conflict with

own goals, values, principles Interpersonal => Between two or

more personsInter Group Conflict => Between

formal or informal groups.

Intrapersonal ConflictGoal Conflict

◦Can attain only one goal out of many.◦Can be resolved by adopting rational

approach, deciding priorities, thinking of long term gains.

Role Conflict◦Various roles. Giving justice to all roles.◦Can be resolved by deciding role preference.

Indicators : ◦Depression, Frustration◦Person avoiding others◦Frequent Mistakes in work.

Interpersonal ConflictDue to disagreement on ideas,

approach or value system.Can be resolved with mutual

dialogue Indicators:

◦No communication◦Argument over small diff◦Attempt to prove other person is

wrong.

Inter Group ConflictConflict between two depts,

sectionsCan be resolved with mutual

dialogueIndicators :

◦Frequent friction in groups over non issues

◦Involvement in non productive activities.

◦Increase in discipline related issues.

Sources of conflictBehavioral part is visible.

◦Remarks, Body language, Insult, Attack.

Attitude ◦Perceptions, feelings, belief and

prejudice.Context : aspects

◦Cultural, economical, political, historical, traditional

Causes of conflictEgoPoorly defined authority and

responsibility.Power : excessive / no use of powerOpposite Interests : Greed: Money, facilities, credit.Difference in value system: Complex work situations: People

with diff background.

Skills for conflict resolutionCritical listening and

communication skillsNegotiation and mediation skillsDecision making.Interpersonal skillsTeam building and networking of

people.Critical and objective thinking.

Steps in conflict Management-1 Mapping of conflict : understand various

aspects: Who are involved? Who have more power and influence among them? Who are open for dialogue? What are the views of other peoples about the

conflict? Who other than people involved can influence

conflicting person? Are there some people who will work as

obstruction? What are the causes of the conflict? What are positive, negative and neutral factors wrt

resolution?

Steps in conflict Management-2Negotiating

◦Define the problem and agree on coming together to find the solution.

◦Create strong will and environment for joint search of solution.

◦Exchange of views, making offers and counter offers and negotiation.

◦Actions for implementation of agreement.

Styles of Conflict Management

High Co-operating Style Collaborating Style

Concernf For Others

(Obliging) (Integrating)

Compromising

Avoiding Style Competing Style

Low (Withdrawal) (Dominating)

Low Concern For Self High

Styles of Conflict ManagementCollaborating : Win-Win, Positive

attitude and Beneficial outcomeCompeting Style : I Win You

Loose. Not permanent solutionCo-operative: Voluntarily Loose-

WinAvoiding Style : ‘as-it-is’ Compromising Style : Both sides

Win something and loose something.

Search for Win-Win Solution

The Use of Power Three Responses

FightFlight / AvoidanceObedience/ Shutting Down

Identify Each Others Needs and Goals

Preparation Include only those concerned.Give a description of the problem that

respects all involved.Explain how conflict resolution can enable all

to win, and explain the steps.Agree not to slip back to the win lose methodsFind a good time and place with no

distractions. Get something to write down ideas.

Identify the problem or issues

Evaluate exactly what each of your actual needs are with the problem. List needs.

Don’t accept sudden promises not to cause the problem

Brainstorm All Possible Solutions that meets both people’s needs

Look at things from another’s perspective and try to see their pointof view and look for a solution that meets both underlying needs.

Brainstorm to Generate all possible solutions. · Think of any and all possible ways to solve the

problem so that everyone will have needs met.

· Evaluate later NOT NOW· Do not criticize any suggestion. Feed back

with reflective listening ·Write down all ideas suggested.

Evaluate the alternative solutions Ask “Will it work? Does it meet all the needs

of both people? Are there any problems likely?”

Don’t accept solutions for the sake of speedUse reflective listening and I Messages

Decide on the best solution.

Find a solutions that is mutually acceptable to both of you. .

If agreement seems difficult, Summarize areas of agreement. Restate needs, and look for new solutions.

Make certain that both of you are committed to the solution

Implementing the Solutions Get Agreement on who does what by whenWrite this down and check all agree to it

     Follow-up evaluation

Carry out agreed method. Wait to see if the conflicts seems resolved.

If the agreed upon solution doesn’t work, remember it is the solution that failed, not the person, and seek for a new solution.

Ask from time to time if the solution is working for both of you.

Results of Win-Win Solutions

•More creative in Thinking up solutions•Take more responsibility for helping everyone have needs met•Feeling of mutual respect •Love grows deeper with every conflict resolved.

Rules of the Road:

No "You" statements. Use statements that begin with the word "I". Do not use statements that include the word "you," because these statements make people feel defensive.

Slow. Remember, it takes time to settle a conflict. Go slow at first, because conflict resolvers usually encounter some rough roads in the beginning.

U Turn Ahead. Sometimes tempers are flaring so much that it may be necessary to take a temporary U turn. Once the tempers have calmed down, you may begin again to solve the problem.

End of Construction. After reaching a solution that the two individuals agree will work, they can resume normal activities.