BEHAVIORAL SCIENCE

Presentation On :-

CONFLICT
MANAGEMENT
Outline-

 Conflict
 Conflict Management
 Perspectives in conflict
 Its general causes
 Effects, types
 Ways of addressing
 Methods to deal with
 Key components
 Advantages & disadvantages
 Conclusion
What is conflict?
 Direct opposition, a clash or disagreement
between people
Conflicts are experienced at home, work, social
recreation and officiating a contest
As long as you have people dealing with people,
making decisions or meeting deadlines - you will
have conflict
Conflict management

Conflict management is the

practice of identifying and
handling conflict in a sensible, fair
and efficient manner.
Perspective in conflicts
General causes of conflicts

Poorly defined goals

Divergent personal values
Lack of cooperation/trust
Competition of scarce resources
Unclear roles/lack of job
description
Communication failure
Personality conflict
Effects of conflict in organizations

Stress
Absenteeism
Staff turnover
De-motivation
Non-productivity
Types of conflict
Ways of addressing conflict

Five basic ways of addressing conflict were identified

by Thomas and Kilman in 1976:
Accommodation _surrender one's own needs and
wishes to accommodate the other party.
Avoidance – avoid or postpone conflict by ignoring it,
changing the subject, etc. Avoidance can be useful as a
temporary measure to buy time or as an expedient
means of dealing with very minor, non-recurring
conflicts. In more severe cases, conflict avoidance can
involve severing a relationship or leaving a group.
 Collaboration – work together to find a mutually beneficial
solution. While the Thomas Kilman grid views collaboration
as the only win-win solution to conflict, collaboration can
also be time-intensive and inappropriate when there is not
enough trust, respect or communication among
participants for collaboration to occur.
 Compromise – bring the problem into the open and have
the third person present. The aim of conflict resolution is to
reach agreement and most often this will mean
compromise (mutual give-take).
 Competition – assert one's viewpoint at the potential
expense of another. It can be useful when achieving one's
objectives outweighs one's concern for the relationship.
 Methods to deal with conflicts

Competition (win-lose situation)

Accommodation (win-win situation)
Avoidance (lose-lose situation)
Compromise (lose-lose situation)
Collaboration (win-win situation)
 Conflict Table

I win I lose

You win Win-Win Lose-Win

You lose Win-Lose Lose-Lose

 LEVELS OF CONFLICT
 INFORMAL
More often handled quickly, less
noticeable by others - quick comments to
coaches and participants
 FORMAL
Need,s more attention more skills
necessary to resolve or understand what the
coach, player or official has heard or seen
 How to prevent conflicts
 Frequent meeting of your team
 Allow your team to express openly
 Sharing objectives
 Having a clear and detailed job description
 Distributing task fairly
 Never criticize team members publicly
 Always be fair and just with your team
 Being a role model
KEY COMPONENTS IN
RESOLVING CONFLICT
GREAT LISTENING SKILLS

FLEXIBILITY

WILLINGNESS TO CHANGE

AGREE TO DISAGREE
1. LISTENING SKILLS
 Maintain eye contact
 Do not interrupt - let them finish
 Good posture - maintain a non-threatening
position
 Gentally rehearse situations you might
become emotional in.
2. FLEXIBILITY
 Be able to adjust to any situation
 Do not try to handle the situation alone - use
your partner(s)
 Understand you are not going to please
everyone - agree to disagree - this is a two
way street, but the official has final say
3. WILLINGNESS TO CHANGE

 Get the call right - use your partner(s)

 If change is necessary - make the change
 Support your partner(s) - you are a team
 Understand the psychology of coaches and
what motivates them - communicate with
them - know your coach
4. DEFUSING THE SITUATION
INFORMAL CONFLICTS:
 Normal contest situations will not be stopped
 Use visual acknowledgment with coach or
participants
 Direct eye contact or use caution sign.
 Use short verbal explanation
 “I hear you, I will watch for that”
 “I saw it differently than that”
 Most of all - know your audience
 FORMAL CONFLICT
 Contest will temporarily be stopped
 Help your partner with positve information - let
partner make the call
 Defuse the situation - do not abuse it - get
everyone calmed down if possible
 Good eye contact
 Proper posture
 Close the situation as rapidly as possible
 NECESSARY CHANGE
 If the official is in error, make the necessary
change
 Explain to the opposing coach and
captain(s) the situation and the change
 Get the contest started as quickly as
possible
There are advantages to conflict.

While the term conflict generally is associated with

negative encounters, conflict itself is neither inherently
good nor inherently bad. In fact, engaging in conflict can
have positive effects on relationships and organizations.
Consider these benefits:
Managing conflict is quicker and more efficient than
letting
conflicts fester.
Conflict fosters an awareness that problems exist.
Discussing conflicting views can lead to better solutions.
 Conflict requires creativity to find the best outcomes.
 Conflict raises awareness of what is important to
individuals.
 Managing conflicts appropriately helps build self-esteem.
 Managing conflicts well is a sign of maturity.
 Conflicts are challenging.
 Conflicts are exciting.
 Conflicts encourage people to grow.
 Conflicts create opportunity.
There are disadvantages to conflict.
Conflict can injure feelings (can give up),
Conflict can delay the work of process,
Conflict result in factions developing
(confusion),
Poor solution (people may go along with a
poorly thought out idea )
Conclusion
Conflict is unavoidable

Interaction among workers

Dependence of workers on one another
Complexity of organizational relationship
Conflict is a healthy sign not a negative
process
It reflects dynamics
Thank you…….!!!!

Presentation by-
Pooja
Mrigna