CONFLICT MANAGEMENT

Conflict is when two or more values, perspectives and opinions are contradictory in nature and haven't been aligned or agreed about yet, including: Within yourself when youre not living according to your values. When your values and perspectives are threatened; or Discomfort from fear of the unknown or from lack of fulfillment.

Conflict is often needed. It: Helps to raise and address problems. Energizes work to be on the most appropriate issues. Helps people "be real", for example, it motivates them to participate. Helps people learn how to recognize and benefit from their differences.

Interpersonal
Skills

Types of Conflicts

Intrapersonal Conflicts

Intergroup

 Intrapersonal conflict Although most role conflict occurs when an employees supervisor or peers send conflicting expectations to him or her , it is possible for intrapersonal role conflict to emerge from within an individual as a result of competing roles taken. Interpersonal Conflict Interpersonal conflicts are a serious problem to many people because they deeply affect a persons emotion. There is a need to protect ones self image and self esteem. When self concept is threatened, serious upsets occur and relationships deteriorate. Sources of interpersonal conflict Personal differences Everyone comes from a different background hence disagreements stem out of these differences Information deficiency This source of conflict occurs due to communication break down within the organisation. People in conflict may be using different information or that on or both are misinformed. Role incompatibility This type of interpersonal conflicts draws from both intrapersonal role conflict and intergroup conflict.

Intergroup Conflicts: Intergroup conflicts, for example, between different departments, also cause problems. Conflicts arise from such causes as different view points, group loyalties, and competition for resources. Some conflict can be constructive, and this true at intergroup level. Intergroup conflicts arise from a variety of sources Organizational Change People hold different views over the direction to go, the routes to take and their likely success, the xresources to be used and the probable outcomes. Personality Clashes Individual difference is fundamental to organizational behavior. Not everyone thinks feels, looks, or acts alike.

 Different set of values People also hold different beliefs and adhere to different value system. Their philosophies may diverge, or their ethical value may lead them in different directions. Threats to status Status or social rank of a person in group is very important to many individuals. When ones status is threatened, face saving becomes a powerful driving force as a person struggles to maintain desired image conflict may arise between the defensive person and whoever created a threat to status. Contrasting perceptions People perceive things differently as a result of their prior experiences and expectations. Lack of Trust Every continuing relationship requires some degree of trust the capacity to depend on each others word and actions.

Resolution Strategies - Intentions help participants select their strategies. Once they have been chosen, the strategies implemented will have a substantial impact on the outcomes reached (actual winning or losing).A widely used typology suggests that there are at least four clearly different strategies and a combination one called compromising. Avoiding Physical or mental withdrawal from the conflict. This approach reflects a low concern for either parties outcomes and often results in a lose lose situation. Smoothing / Defusion Accommodating the other partys interest. The approach places greatest emphasis on concern for others, usually to ones own detriment, resulting in a lose win outcome. Forcing Using power tactics to achieve win. This strategy relies on aggressiveness and dominance to achieve personal goals at the expense of the concern for the other party. The likely result is a win lose situation. Compromising Searching for middle ground or being willing to give up something in exchange for gaining something. This strategy has no clear cut outcome. Confronting Facing the conflict directly and working it through to a mutually satisfactory resolution. Also known as problem solving or integrating. The outcome is win win.

Negotiation Style of Conflict Management Definition A decision making process among interdependent parties who do not share identical preferences. It is through negotiations that the parties decide what each will give and take in their relationship. The negotiation mode of conflict resolution is the most mature of the approach styles mode. Negotiation involves continuous interaction and dialogue between groups in order to find a solution with maximum advantage to both. The negotiation style for managing conflict can be described in a number of steps:

 Unfreezing Two groups in conflict may be frozen into a stereotype relationship. Being Open Group members may be closed with each other and may need to develop norms of voicing different point of view or alternatives without fear of repercussion. Learning empathy Group members may see only their own point of view, but can gain empathy for others by sharing their main concerns, apprehensions, or goals. Searching for common Groups involved in conflict may be helped to search for common goals or other areas of overlap by listing their expectations, apprehensions, perceptions, goals and so on. Generating alternatives Once the groups are aware of others perspectives, they can generate alternatives for solving some of the issues. Responding to Alternatives After alternatives have been generated, members of both groups should study and respond to them.

 Searching for solutions A number of alternatives may be explored in depth by small groups made up from members of both large groups. Breaking the Deadlock Sometimes the conflicting groups may be so emotionally involved that they cant move towards a solution themselves. Committing to the solution within the group After solutions are generated by sub groups, the groups can debate and considers these solutions and make their commitments to some of these. All doubts must be resolved or must be put aside at this point. Committing the whole group The last phase of conflict resolution is for both groups jointly to accept a solution and to make public commitment to implement it.

Types of Managerial Actions that Cause Workplace Conflicts Poor communications Employees experience continuing surprises, they aren't informed of new decisions, programs, etc. Employees don't understand reasons for decisions, they aren't involved in decision-making. As a result, employees trust the "rumor mill" more than management. The alignment or the amount of resources is insufficient. There is: Disagreement about "who does what". Stress from working with inadequate resources. "Personal chemistry", including conflicting values or actions among managers and employees, for example: Strong personal natures don't match. We often don't like in others what we don't like in ourselves.

Leadership problems, including inconsistent, missing, too-strong or uninformed leadership (at any level in the organization), evidenced by: Avoiding conflict, "passing the buck" with little follow-through on decisions. Employees see the same continued issues in the workplace. Supervisors don't understand the jobs of their subordinates. Key Managerial Actions / Structures to Minimize Conflicts Regularly review job descriptions. Get your employee's input to them. Write down and date job descriptions. Ensure: Job roles don't conflict. No tasks "fall in a crack". Intentionally build relationships with all subordinates.

Intentionally build relationships with all subordinates. Meet at least once a month alone with them in office. Ask about accomplishments, challenges and issues. Get regular, written status reports and include: Accomplishments. Currents issues and needs from management. Plans for the upcoming period. Conduct basic training about: Interpersonal communications. Conflict management. Delegation. Develop procedures for routine tasks and include the employees' input : Have employees write procedures when possible and appropriate. Get employees' review of the procedures. Distribute the procedures. Train employees about the procedures. Regularly hold management meetings, for example, every month, to communicate new initiatives and status of current programs. Consider an anonymous suggestion box in which employees can provide suggestions.

Participation and Collaboration: Towards Conflict prevention Preventing conflict is also an approach mode. Prevention means anticipating the potential causes of conflict and taking quick action to turn them into positive forces for better understanding and cooperation. To Manage a Conflict within Yourself - "Core Process" It's often in the trying that we find solace, not in getting the best solution. The following steps will help you in this regard: Name the conflict, or identify the issue, including what you want that you aren't getting. Consider writing your thoughts down to come to a conclusion. Talk to someone, including asking them to help you summarize the conflict in 5 sentences or less. Get perspective by discussing the issue with your friend or by putting it down in writing. Consider: a. How important is this issue? b. Does the issue seem worse because you're tired, angry at something else, etc.? c. What's your role in this issue?

 Pick at least one thing you can do about the conflict. a. Identify at least three courses of action. b. For each course, write at least three pros and cons. c. Select an action - if there is no clear course of action, pick the alternative that will not hurt, or be least hurtful, to yourself and others. d. Briefly discuss that course of action with a friend. Then do something. Wait at least a day before you do anything about the conflict. This gives you cooling off period, and then take an action. Have in your own mind, a date when you will act again if you see no clear improvement. To Manage a Conflict with Another - "Core Process" Know what you don't like about yourself, early on in your career. We often don't like in others what we don't want to see in ourselves. a. Write down 5 traits that really bug you when see them in others. b. Be aware that these traits are your "hot buttons". Manage yourself. If you and/or the other person are getting heated up, then manage yourself to stay calm by a. Speaking to the person as if the other person is not heated up - this can be very effective! b. Avoid use of the word "you" - this avoids blaming. c. Nod your head to assure them you heard them. d. Maintain eye contact with them.

 Move the discussion to a private area, if possible. Give the other person time to vent. Dont interrupt them or judge what they are saying.