The document discusses various aspects of workplace conflict such as definitions, causes, types, and models for managing conflict. It describes different types of conflict including intra-individual, interpersonal, inter-group, and organizational. Several conflict management styles are presented including avoiding, accommodating, compromising, and collaborating. Transactional analysis concepts like ego states, life positions, and stroking are introduced for understanding interpersonal dynamics. Assertiveness is discussed as an important skill for effective conflict resolution.
Conflicts in the workplace can arise from many sources such as conflicting needs, styles, perceptions, goals, pressures, roles, values, and policies. Managers should resolve conflicts through open communication, active listening, establishing boundaries, demonstrating emotional intelligence, and implementing behavioral consequences if needed. Resolving issues early and addressing the root causes can help create a more positive work environment where employees feel comfortable communicating.
The document provides an overview of workplace conflict, including its causes, types, and management. It discusses constructive vs destructive conflict, models for predicting and managing behavior, and tips for resolving conflicts positively. Conflict is seen as inevitable but can be addressed through open communication, assertiveness training, and focusing on mutual understanding rather than winning.
This document discusses conflict management. It defines conflict as a disagreement that arises from differing ideas, perspectives, priorities, beliefs, values or goals. Conflict is an inevitable part of personal and professional life. The document outlines sources of conflict within organizations, such as scarce resources, incompatible goals or overlapping authority. It also describes two types of conflict: functional conflict which progresses goals, and dysfunctional conflict which hinders progress. Effective conflict management identifies conflict and handles it constructively. Methods discussed include competing, avoiding, accommodating, collaborating and compromising. The document provides tips for positive conflict management including listening, acknowledging feelings, focusing on problems, and adapting one's style to different situations.
Conflict can occur at three levels: individual, interpersonal, and group. At the individual level, intra-individual conflict arises from competing needs, roles, and barriers between drives and goals. Interpersonal conflict stems from personal differences, lack of information, and environmental stress between parties. Analyzing conflicts using the Johari Window model can increase self-awareness and trust. Resolving conflicts may involve competing, collaborating, avoiding, accommodating, or compromising to satisfy interests or concerns of parties in conflict.
This document provides an overview of conflict management. It defines conflict and discusses conflict management, which aims to limit negative aspects of conflict while increasing positive outcomes. The document outlines various characteristics, types, indicators, and reasons for conflict. It then describes several techniques for managing conflict, including competing, collaborating, withdrawing, accommodating, compromising, and the A-E-I-O-U model. Advantages and disadvantages of different conflict management strategies are also presented.
The document discusses various aspects of conflict including sources, types, and approaches to managing conflict. It notes that conflict can originate from differences in beliefs, values or resources and can be desirable up to a point, helping reduce groupthink. However, conflict is hard to control and tends to escalate, yielding negative results if left unchecked. The document advocates collaborative conflict management and presents models for understanding conflict styles and negotiating disputes, emphasizing finding mutual gains over positional approaches.
Many leaders stay away from using the word conflict to describe tensions in their organizations. By failing to properly account for what is preventing the enterprise from producing, they contribute to the toxicity.
Understanding how to manage/resolve conflict is an essential skill required by managers/leaders today. Shying away from treating with its presence is likely to affect the organization in a negative way.
Conflict can exist on multiple levels from intrapersonal to international. There are constructive and destructive forms of conflict that can be addressed through various resolution approaches like win-win collaboration, lose-lose avoidance, or lose-win compromise. Common conflict resolution methods involve negotiation, mediation, conciliation, arbitration, and using third parties to guide disputants or provide impartial opinions.
Conflict arises in workplaces due to differences in opinions, values, and approaches between individuals and groups. There are various types of conflicts including intrapersonal, interpersonal, functional, and intergroup. Conflict can have both positive effects such as improving problem solving and group cohesion, as well as negative effects like reduced productivity and delays. Managers should address conflict through open communication, listening, asking questions, asserting positions respectfully, negotiating, problem solving, and managing emotions to resolve issues in a healthy way.
This document discusses conflict management and resolution. It defines conflict as a disagreement, struggle or fight between incompatible views. While a lack of conflict can indicate over conformity, conflict also has both positive and negative consequences. The main sources of conflict are listed as aggressive behavior, competition for resources, frustration, clashes between values and interests, cultural influences, and misinformation. The document outlines strategies for managing conflict successfully, including active listening, empathy, and aiming for a win-win resolution where all parties achieve their desired outcome through collaboration and problem solving.
The document discusses conflict resolution and provides definitions of conflict. It notes that yelling, refusing to compromise, etc. do not work for resolving conflict, while negotiation, mediation, and finding win-win solutions do work. Conflict can be positive when resolved using win-win problem solving, as it strengthens relationships. The owner of the problem is responsible for finding a resolution, even if not the cause. Successful resolution involves identifying needs, brainstorming solutions, and finding an option where all parties' needs are met.
There are several types of conflict discussed in the literature:
1) Cognitive vs affective conflict, with cognitive being task-oriented and affective being emotional.
2) Relationship, task, and process conflict, with relationship stemming from incompatibilities, task from disagreements, and process from disagreement over approach.
3) Content vs relational conflict, with content being about issues and relational being about individuals.
4) Denial of identity/needs, domination conflicts, and high stakes distributional conflicts which are particularly likely to cause intractable conflicts.
Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of the conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in an organizational setting.
This document provides information on conflict management and resolution. It discusses:
- The objectives of understanding conflict, improving communication skills, and enhancing productivity through effective conflict management.
- Definitions of conflict and assumptions people have about it.
- Types of conflict including inner, interpersonal, and group conflict with various roots.
- Strategies for dealing with conflict including lose-lose, win-lose, and win-win approaches.
- Tools and techniques for resolving conflict such as active listening, paraphrasing, asking powerful questions, setting norms, and making interventions.
This document discusses conflict management. It begins by introducing the group members and then discusses objectives related to understanding what conflict is and how to resolve it. It provides definitions of conflict and describes different types of conflict including intrapersonal, interpersonal, and intergroup. It lists common causes of conflict and both positive and negative consequences. The document outlines healthy versus damaging conflict and gives examples of conflict in the workplace. It discusses models of conflict management and provides tips for managing conflict as a project manager. Overall, the document provides a comprehensive overview of conflict management concepts.
This document outlines key aspects of conflict management including types, sources, stages, effects, coping strategies, and styles of conflict. It discusses intra-individual, interpersonal, intergroup, and organizational conflicts. The stages of conflict progression include latent conflict, awareness, frustration, tension, antagonism, disagreement, and threats. Effective conflict management includes avoiding or withdrawing, accommodating, competing, compromising, and collaborating to solve problems. Negotiation aims to satisfy all parties through a win-win orientation.
The document discusses different types of conflicts that can occur within individuals and between groups. It describes intra-personal conflicts that occur within an individual, inter-personal conflicts between two individuals, intra-group conflicts between members of the same group, and inter-group conflicts between different groups. It also discusses potential causes of conflicts, such as psychological needs, resources, values, and provides examples of different types of conflicts.
This document discusses conflict management and resolution. It defines conflict as an incompatibility of ideas between parties. There are five styles of handling conflict - competing, collaborating, compromising, avoiding, and accommodating. The goal of collaboration is to add value rather than subtract it by considering all perspectives, while compromise involves give-and-take. Causes of conflicts include poorly defined goals, divergent values, and lack of trust or cooperation. Conflicts can result in stress, absenteeism, and decreased productivity if poorly managed but can stimulate competition if well managed.
How to Start Your Speech / Presentation with examples from TED talksAkash Karia
If you want to set yourself up for success, then it’s vital that the first 30 seconds of your speech catches your audiences’ attention, arouses their curiosity and makes them feel that your speech is worth their time. Use these principles to get your audience hooked onto your every word right from the beginning:
Do NOT open with a standard ‘Thank-you’ introduction. You can thank your hosts and audiences later, after you’ve built a connection with them. Avoid opening with a Joke, especially if you aren’t a gifted humorist and haven’t tested the joke before. To add humour to your speech, use a witty quote instead.
Use one of the four proven Opening Gambits to open with a bang:
Start with a Story
Use Questions to Create a Knowledge Gap
Use Quotable Quotes to gain extra Credibility
Open with an Intriguing/ Startling Statement
www.CommunicationSkillsTips.com
Learn more on http://www.CommunicationSkilllsTips.com
how to start a presentation, how to open a presentation speech, speech openings, speech beginnings, speech writing, startling statements, powerful presentation openings, great speech openings, good speech openings, presentation hooks, openings for speeches, opening speech for presentation, beginning presentation, business presentation structure
About Akash Karia, Award-Winning Speaker, Public Speaking Coach
What if you could learn presentation and debating skills from one of Asia's best speakers and trainers?
How much would you improve if you could learn proven public speaking tools and techniques from a trainer who has coached hundreds of CEOs, executives and managers across Asia and Africa?
Akash Karia is an award-winning speaker, trainer and presentation skills coach. He has conducted public speaking, debating and presentation skills courses for employees and members of organizations such as HSBC, Polytechnic University, Life Underwriters Association of Hong Kong and many, many more...
Akash is also champion speaker and has won over 40 public speaking championships, including the prestigious titles of: JCI 2012 Hong Kong Champion of Public Speaking, Toastmasters International Division K Impromptu Speaking Champion and has been ranked as one of the Top 10 Speakers in Asia Pacific. This means that you will be learning from a well-known public speaking expert.
More importantly, you will walk away from Akash's coaching as more confident,dynamic and engaging presenters and debater. You will learn proven tools, techniques and processes you can apply immediately to your presentations and debates to become twice as good as when you first came in.
What Qualifies Akash to Teach You Public Speaking/Presentation Skills/Interview Skills?
Here are just a couple of Akash's major qualifications, awards and achievements which make him the right choice for you.
Akash is the:
2012 JCI Hong Kong Champion of Public Speaking. You will be learning from one of the best speakers and trainers in HK
The document provides an overview of workplace conflict, including its causes, types, and management. It discusses constructive vs destructive conflict and different conflict management styles. Key tips for managing workplace conflict include building relationships before conflicts occur, listening to different perspectives, focusing on problem-solving rather than blame, and seeking help from others if a resolution cannot be found. The ultimate goal of conflict management is a mutually agreeable resolution that addresses everyone's interests.
The document discusses organizational conflict. It begins by defining conflict as a disagreement between incompatible ideas, interests, or people. It then discusses various types of conflict including task conflict, relationship conflict, and conflicts of interest. Several causes of workplace conflict are outlined, such as personal clashes, misunderstandings, lack of cooperation, and differences in beliefs. Strategies for managing conflict constructively include open communication, listening to different perspectives, and focusing on problem-solving rather than changing people. The document emphasizes developing self-awareness and trust to facilitate conflict resolution.
This document discusses conflict management and resolution. It defines conflict and outlines different views of conflict, including the traditional, human relations, and interactionist views. It also discusses the causes and outcomes of functional versus dysfunctional conflict. The document then examines the conflict process in five stages - potential opposition, cognition and personalization, intentions, behavior, and outcomes. It provides examples of different conflict management styles like competing, collaborating, avoiding, accommodating, and compromising. The document concludes with tips for managing workplace conflict and a self-assessment to determine one's dominant conflict management style.
1) Conflict is inevitable when groups compete for limited resources and have differing interests, values or goals. It can occur at the individual, group, organizational or national level.
2) While conflict is often seen negatively, it can also have benefits like stimulating new ideas and change. However, poorly managed conflict is costly and can damage relationships, productivity and decision making.
3) There are several approaches to resolving conflict, including avoiding it, accommodating others' needs, confronting issues directly, finding compromises, or collaborating to find solutions agreeable to all parties. The most effective approach may depend on the situation and individuals involved.
Six essential skills for managing conflict and negiotiating in organizationsHealthcare consultant
SIX ESSENTIAL SKILLS FOR MANAGING CONFLICT AND NEGIOTIATING IN ORGANIZATIONS.
Are you afraid of conflict? This is perfectly normal! Instinctively, our brains tell us that conflict is dangerous, so our natural inclination is to do battle or run away. However, fear of conflict can turn leaders, managers and employees into ‘psycho-logical hostages’ who are paralyzed and unable to challenge others.
SIX ESSENTIAL SKILLS FOR MANAGING CONFLICT AND NEGOTIATING IN ORGANIZATIONS b...Healthcare consultant
Are you afraid of conflict? This is perfectly normal! Instinctively, our brains tell us that conflict is dangerous, so our natural inclination is to do battle or run away. However, fear of conflict can turn leaders,managers and employees into ‘psychological hostages’ who are paralyzed and unable to challenge others.
- Hospitals are complex organizations made up of individuals with different skills, knowledge, and social statuses. This leads to inevitable conflicts between staff members and units.
- Conflict is an accepted part of any group effort and can have both positive and negative effects if properly or improperly managed. The causes of conflict are often due to organizational structures, authority, roles, and specialization.
- Effective conflict management requires understanding different perspectives, open communication between parties, and finding integrative solutions that allow both sides to achieve their objectives through a cooperative "win-win" approach rather than a competitive "win-lose" one.
Healthcare Define and describe innovations that you see in your.pdfstirlingvwriters
Healthcare management: Define and describe innovations that you see in your workplace
The document discusses managing conflict in healthcare workplaces. It describes conflict as a normal part of human interaction that stems from diversity. A good leader embraces conflict and creates an environment where it can be addressed safely and respectfully. The best way to deal with conflict is to identify and engage with it as early as possible before it intensifies and becomes more difficult to resolve. Unresolved conflict typically escalates over time if not addressed.
The document discusses several key points about handling conflict in the workplace:
1. Conflict is a natural part of any team that, if handled constructively, can promote growth and problem solving.
2. Common sources of workplace conflict include differences in preferred work methods, sharing of limited resources, priorities, personality styles, power struggles, and underlying values.
3. When resolving conflicts, parties should clearly identify the problem, allow all perspectives to be heard, identify desired outcomes, find compromises, and consider preventative measures going forward.
4. Fostering a culture of civility and maintaining good relationships can help reduce conflicts in the workplace.
The document is a report submitted for a Master's degree in Business Administration. It discusses managerial skills development through a lab course. The report includes an acknowledgement, declaration, table of contents, and chapters covering various managerial skills like communication, decision making, time management, leadership, and negotiation. It analyzes the importance of these skills and how to apply them in the workplace.
This document discusses strategies for moving from conflict to collaboration in the workplace. It recommends adjusting one's outlook to expect constructive changes, finding common ground, building relationships through open communication, proceeding in small steps, keeping a broad perspective, managing emotions, taking breaks when needed, distinguishing intentions from impacts, and using a four phase process of identifying problems, generating solutions, formulating action plans, and following up. It also outlines eight potential dangers of collaboration, such as not knowing the answer, unclear roles, loss of control, slower decisions, increased workload, bruised egos, diffusion of accountability, and lack of immediate results.
B5 mediation skills for quick intervention managing conflict with angry clie...ocasiconference
The document provides an overview of a workshop titled "Putting out the Fire: Mediation Skills for Quick Intervention". The workshop aims to teach executive directors mediation principles and techniques to help resolve conflicts as they arise. The workshop will explore the nature of conflict, the role of a mediator, and core mediation skills like interest-based problem solving and active listening. It will also introduce a "Quick Intervention Model" to help mediate conflicts on the spot using these skills.
Negotiation skills and conflict resolution are important topics discussed in the document. It begins by defining conflict and describing the various types that can occur within organizations, including those stemming from incompatible goals, differing interpretations of facts, and behavioral expectations. The document then examines the traditional, interactionist, and resolution-focused views of conflict. It outlines the stages of the conflict process, including potential opposition, cognition and personalization, intentions, behaviors, and outcomes. Functional and dysfunctional outcomes are also distinguished. The remainder of the document provides examples of intra-personal, intra-organizational, and inter-organizational conflicts, as well as strategies for managing conflict effectively and resolving disputes productively.
Here are some conflict resolution strategies: 1. Active Listening, 2. Effective Communication, 3. Empathy and Understanding, 4. Problem-Solving Approach, 5. Negotiation and Compromise.
This document summarizes a workshop on handling objections to sustainability initiatives. It outlines common objections such as lack of affordability, weak business case, and other priorities. Objections are classified into four categories: other priorities, weak business case, fear of backlash, and mindset. Top tips are provided for handling objections, such as clarifying what the objector really opposes, identifying their priorities, using their language, educating softly, and telling stories. The document aims to help sustainability professionals address objections to promoting and implementing sustainability.
Conflict is inevitable in any team, organisation or family, but the secret to healthy teams,
organisations and families is in how we manage that conflict. Recent research suggests
not only that conflict is something that healthy groups experience, but actually that it is
essential to healthy group functioning. This presentation from London Business School Professor Peterson provided both a framework for understanding how to resolve conflict effectively, and a number of specific and practical tips for managing conflicts in your team.
Negotiation Skill and Conflict Management.pptxNarinderBhasin
The document discusses conflict management and negotiation in the workplace. It begins by defining conflict and describing its potential positive and negative effects. It then discusses various causes of conflict, including personality clashes, misunderstandings, and disagreements over resources, authority, values and work methods. The document outlines models of conflict development and resolution, including Pondy's model and the Thomas model of conflict-handling styles. It provides strategies for preventing, managing and resolving conflicts, such as open communication, understanding different perspectives, and using mediators or arbitrators. The summary concludes by noting that conflict is most common during strategic planning, leadership changes and mergers/acquisitions, and is often caused by differing visions, egos or misunderstandings between
This document discusses different leadership styles including autocratic, bureaucratic, democratic, coercive, transactional, transformational, and laissez-faire. It provides descriptions of each style, when each style may be most effective to use, and examples of leaders who embody each style. Additionally, it briefly references other leadership theories including Theory X and Y as well as Hersey-Blanchard's Situational Leadership theory. The overall document aims to define and compare different leadership approaches.
This document discusses human resource development (HRD). It defines HRD as activities designed by an organization to provide members with skills to meet current and future job demands. HRD emerged as employee needs extended beyond training to include coaching, group work, and problem solving. HRD is one function within human resource management (HRM) which encompasses functions like planning, staffing, compensation, and employee relations. Key HRD functions include training and development, organizational development, and career development. The document outlines frameworks for strategic HRD and the HRD process.
This document provides guidance on planning effective training programs. It discusses assessing needs, designing objectives and outcomes, developing content and activities, implementing engagement strategies, and evaluating impact. Key points include:
- Training objectives should be specific, measurable, achievable, realistic and time-bound (SMART) to clearly define expected outcomes.
- Needs assessment identifies gaps in knowledge and skills to address. Pre- and post-training evaluations measure effectiveness.
- Lesson plans map the design, including introduction, activities, and assessment of learning objectives.
- Engaging learners through interaction, examples, and questioning helps apply material in a job context. Feedback further improves training quality.
The document provides guidelines for conducting negotiations. It discusses preparation, such as assessing the negotiation situation and styles, identifying interests, and determining targets and alternatives. When negotiating, establish confidence, recognize tactics, and be willing to take risks. Various tactics are described for opening, making concessions, building agreement, and closing a deal. Getting commitment through rituals and accountability is important after reaching an agreement.
Management theories have evolved over time from classical, human relations, and quantitative approaches to modern approaches. The classical approach focused on developing universal principles, scientific management, and bureaucratic organizations. The human relations approach established that human/social factors are important based on the Hawthorne Studies. Modern approaches recognize that no single theory applies to all situations and emphasize contingency thinking based on analyzing each unique situation.
The document discusses different organizational structures and their effects on employee behavior. It describes a functional structure as having a top-down hierarchy with standardized jobs and rules that promote efficiency but inhibit creativity. A team structure decentralizes authority and promotes initiative, creativity, and job satisfaction. A divisional structure segments the company into independent business units, while a matrix structure combines functional and divisional approaches. Conflicts can arise from insular behavior between departments with different interests.
Human Resource Management involves functions like recruitment, selection, training and development that deal with an organization's human resources or people dimension. The scope of HRM spans from the entry to exit of employees.
Some key functions and objectives of HRM include supplying competent and willing employees to the organization, being socially responsible and compliant with legal regulations, ensuring organizational effectiveness through strategic planning and employee development, and supporting employees' careers and training. Many companies now outsource various HR activities like recruitment and training.
The context of HRM includes external factors like political, legal and economic conditions, as well as internal factors within the organization like its culture, unions and professional bodies. Analyzing these contexts helps HR adopt a proactive approach
This document discusses organizational change and development. It begins by defining organizational change as a modification to an organization's structure, processes, or products that significantly impacts work and staff. Changes can include alterations to structure, operations, roles, or working conditions/environment. Forces driving change include both external factors like technology and internal factors like managerial changes. The document then examines the process of change management and types of changes. It also discusses sources of individual and organizational resistance to change and tactics for managing resistance like communication, participation, and negotiation. Finally, it provides an overview of organizational development as a planned educational strategy for change using sensitivity training and collaboration between internal/external change agents.
Unlocking The Human Element in IT And Service ManagementDario Diament
The book "Unlocking the Human Element in IT" provides a comprehensive guide to understanding and leveraging the human aspects of information technology. Drawing on extensive research and real-world case studies, the book delves into the critical role that people, culture, and organizational dynamics play in the success or failure of IT initiatives.
The Importance of the Human Element in IT
The book begins by highlighting the often-overlooked human dimension of IT, emphasizing that technology alone is not enough to drive meaningful change and innovation. It argues that the true power of IT lies in its ability to empower and engage people, fostering a collaborative and adaptive organizational culture.
Key Themes and Insights
People-Centric Approach: The book underscores the need to shift from a technology-centric mindset to a people-centric approach in IT management. It explores strategies for aligning IT goals with the needs and aspirations of employees, customers, and stakeholders.
Organizational Culture: The authors examine the profound impact of organizational culture on IT initiatives, addressing topics such as change management, leadership, and team dynamics. They provide practical frameworks for cultivating a culture that embraces innovation, collaboration, and continuous learning.
Soft Skills and Talent Management: The book delves into the importance of developing soft skills, such as communication, empathy, and problem-solving, among IT professionals. It also explores effective talent management strategies to attract, retain, and develop high-performing IT teams.
Agile and Adaptive IT: The book highlights the rise of agile and adaptive IT methodologies, emphasizing the need for IT organizations to be nimble, responsive, and customer-centric. It offers guidance on implementing agile practices and fostering a mindset of continuous improvement.
Bridging the IT-Business Divide: The authors address the longstanding challenge of aligning IT with business objectives, providing strategies for enhancing collaboration, communication, and mutual understanding between IT and other organizational functions.
Practical Applications and Case Studies
Throughout the book, the authors present real-world case studies that illustrate the impact of the human element in IT. These case studies cover a range of industries and organizational contexts, offering valuable insights and lessons learned for readers to apply in their own environments.
Conclusion
"Unlocking the Human Element in IT" is a must-read for IT leaders, managers, and professionals who recognize the importance of people, culture, and organizational dynamics in driving successful IT initiatives. By embracing the human element, organizations can unlock the full potential of their technology investments and achieve sustainable, transformative change.
People mentioned:
- Matt Beran
- Deborah Monroe
- NJ Robinson
- Megan Engels
- Gregg Gregory
- Rocky McGuire
Learn more at invgate.com
Questions about Hiring for AI EngineeringBryan Bischof
This discusses the most important questions (and my answers) about hiring for AI Engineering teams.
It specifically discusses what attributes you should look for in hires, how to interview them, and what the team makeup should look like.
Understanding Bias: Its Impact on the Workplace and Individualssanjay singh
In the presentation, I delve into what bias is, the different types of biases that commonly occur, and the profound negative impacts they have on both workplace dynamics and individual well-being. Understanding these aspects is the first step towards creating a more equitable and supportive work culture.
Embracing Change_ Volunteerism in the New Normal by Frederik Durda.pdfFrederik Durda
The new normal has not diminished the spirit of volunteerism; rather, it has transformed it, opening up new avenues for individuals to connect with and support their communities. As we continue to adapt, volunteerism will remain a vital force in building resilient, compassionate, and inclusive societies.
2. Content:
2. DEFINITION
3. INTRODUCTION
4. CAUSES OF CONFLICT
5. TYPES OF CONFLICT
6.CONFLICT: CONSTRUCTIVE VS DESTRUCTIVE
7. MODELS PREDICTING WORK PLACE BEHAVIOUR
8. CONFLICT MANAGEMENT
9.EFFECT OF CONFLICT ON BUSINESS
10.SURVEY RESULTS
11.SOME TIPS FOR MANAGING WORK PLACE CONFLICT
02/08/12 2
3. 1. Definition of Conflict..
CONFLICT IS AN INEVITABLE AND UNAVOIDABLE
PART OF OUR EVERYDAY PROFESSIONAL AND
PERSONAL LIVES.
02/08/12 3
7. REALITY OF CONFLICT & EFFECTIVE
COMMUNICATION
CONFLICT BETWEEN PEOPLE IS A FACT OF LIFE
CONFLICTS OCCUR AT ALL LEVELS OF
INTERACTION.
THUS, CONFLICT IS A CRITICAL EVENT IN THE
COURSE OF A RELATIONSHIP.
WHETHER A RELATIONSHIP IS HEALTHY OR
UNHEALTHY DEPENDS NOT SO MUCH ON THE
NUMBER OF CONFLICTS BETWEEN PARTICIPANTS,
BUT ON HOW THE CONFLICTS ARE RESOLVED.
8. 3. Causes of conflict
• Misunderstanding
• Personality clashes
• Competition for resources
• Authority issues
• Lack of cooperation
• Differences over methods or style
• Low performance
• Value or goal differences
9. Assumptions about, Causes of and Value of Conflict
Causes of
Conflict What Does It Mean?
What is the Value to
You?
Misunderstanding When individuals do not hear
what is being said?.
Personality
Clashes
When individuals do not
value “people just like me”.
Competition for
resources
When employees believe
they are better off competing
for resources rather than
cooperating.
Authority Issues When employees lack
confidence in their leaders or
perceive overuse of
authority.
10. Assumptions about, Causes of and Value of Conflict
Causes of
Conflict What Does It Mean?
What is the Value to
You?
Lack of
cooperation
When one person does not
share information with the
whole group.
Differences over
methods or style
When agreement does not
exist on standard ways of
completing a task.
Low performance When individuals are not
working to their potential.
Value or goal
differences
When individuals value
different outcomes or
objectives.
11. Type of Conflict Sources of Conflict Management Strategy
1. Intra individual Conflicting goals, needs,
motives
Role Definition
2. Interpersonal Disagreements
antagonism
IPC Skills,TA, Johari-
Window, Creative P S,
Assertive Behaviour
3. Inter-group Power, Authority Status Participative Mgt.
Team Bldg.Training
4. Organizational Hierarchical Conflict
Functional conflict
Institutional Goal setting
5. Client Hospital Quality of patient care
and communication
Community Goal Setting,
Public Relations
4. Types of Conflict
Model for diagnosis and management of conflict
13. The Value of Conflict
Conflict is destructive when it:
Diverts energy from more important issues and tasks.
Deepens differences in values.
Polarizes groups so that cooperation is reduced.
Destroys the morale of people or reinforces poor self-
concepts.
5. CONFLICT: CONSTRUCTIVE VS DESTRUCTIVE
14. The Value of Conflict
Conflict is constructive when it:
Opens up issues of importance, resulting in issue
clarification.
Helps build cohesiveness as people learn more about each
other.
Causes reassessment by allowing for examination of
procedures or actions.
Increases individual involvement.
15. Desirability of Conflict
Conflict can be desirable.
Conflict helps eliminate or reduce the likelihood of
groupthink.
A moderate level of conflict across tasks within a
group resulted in increased group performance while
conflict among personalities resulted in lower group
performance (Peterson and Behfar, 2003)
CONFLICT: DESIRABILITY VS UNDESIRABILITY
16. Undesirability of Conflict
Conflicts can be hard to control once they have
begun.
The trend is toward escalation and polarization.
When conflict escalates to the point of being out of
control, it almost always yields negative results.
17. CONFLICTS ARE DYSFUNCTIONAL
CONFLICT IS AN INDICATION THAT SITUATION IS THREATENING,
DEVASTATING OR ON A POINT OF BREAKING.
CONFLICTS ARE UNPRODUCTIVE AND DYSFUNCTIONAL.
CONFLICTS CAN DELAY OR PREVENT THE ATTAINMENT OF A GOAL
OR FRUSTRATE AN INDIVIDUAL. IN HOSPITAL SITUATION
CONFLICT IS INEVITABLE
CONFLICTS: FUNCTIONAL VS DYSFUNCTIONAL
18. CONFLICT ARE FUNCTIONAL
ALL CONFLICTS ARE NOT UNPRODUCTIVE.
CONFLICTS CAN BE USEFUL CONSTRUCTIVE, AND POSITIVE
IN FACT, A RELATIONSHIP WITH FREQUENT CONFLICT MAY BE
HEALTHIER THAN ONE WITH NO OBSERVABLE CONFLICT
CONFLICT CAN PROMOTE INNOVATION, CREATIVITY AND
DEVELOPMENT OF NEW IDEAS, WHICH MAKE ORGANISATIONAL
GROWTH POSSIBLE.
IF IT IS HANDLED WELL, HOWEVER, CONFLICT CAN BE
PRODUCTIVE – LEADING TO DEEPER UNDERSTANDING, MUTUAL
RESPECT AND CLOSENESS.
AND THE REALITY IS ALL THE MAJOR REFORMS AND CHANGES
OCCUR AS A CONSEQUENCE OF CONFLICT
22. Game Theory
Game theory puts people into the mixed-motive
situation.
Covey (1990) in The Seven Habits of Highly Successful
People refers to the scarcity mentality versus the
abundance mentality.
The scarcity mentality leads us to resent the success of
others.
The abundance mentality allows us to think of situations in
which everybody can win.
23. 7. Conflict Management
Conflict management is defined as “the opportunity to
improve situations and strengthen relationships”
(BCS, 2004).
–proactive conflict management
–collaborative conflict management
24. Toward Conflict Management
Blake and Mouton’s Conflict Grid
Source: Reproduced from Robert R. Blake and Jane Syngley Mouton. “The Fifth
Achievement.” Journal of Applied Behavioral Science 6(4), 1970..
25. Toward Conflict Management
Blake and Mouton (1970) proposed a grid that shows
various conflict approaches.
The 1,1 style is the hands-off approach, also called
avoidance.
The 1,9 position, also called accommodation, is
excessively person-oriented.
26. Toward Conflict Management
The 5,5 position represents a willingness to
compromise.
The 9,1 is the bullheaded approach, also called
competing.
The optimum style for reducing conflict is the 9,9
approach, also called collaboration.
30. POSITIVE IPC APPROACHES TO CONFLICT
RESOLUTION
THE UNDERLYING PRINCIPLE THAT UNDERSCORES
ALL SUCCESSFUL CONFLICT RESOLUTION.
THAT IS, BOTH PARTIES MUST VIEW THEIR
CONFLICT AS A PROBLEM TO BE SOLVED
MUTUALLY SO THAT BOTH PARTIES HAVE THE
FEELING OF WINNING – OR AT LEAST FINDING A
SOLUTION WHICH IS ACCEPTABLE TO BOTH
33. BEHAVIOR AND ATTITUDE DETERMINE
EACH SKILL
ATTITUDE
SYMPATHY
APATHY
EMPATHY
BEHAVIOR
•AGGRESSIVE
•PASSIVE
•ASSERTIVE
34. IPC HELPS IN PREVENTING CONFLICT
TO PREVENT CONFLICT FROM HAPPENING IN THE
FIRST PLACE, IDENTIFY THE WAYS IN WHICH WE
CONTRIBUTE TO DISAGREEMENT IN CERTAIN
COMMUNICATION PATTERNS.
IDENTIFY A SPECIFIC, RECENT CONFLICTING
SITUATION, RECALL WHAT YOU SAID, THINK
SPECIFICALLY ABOUT HOW YOU COULD HAVE
USED MORE EFFECTIVE VERBAL SKILLS
THINK ABOUT WAYS IN WHICH YOUR
COMMUNICATION HAD SET A MORE TRUSTFUL
TONE OR OFFENSIVE TONE
35. SELF-AWARENESS
SELF-AWARENESS INCLUDES A RECOGNITION
OF OUR PERSONALITY, OUR STRENGTHS AND
WEAKNESSES, OUR LIKES AND DISLIKES.
A PREREQUISITE FOR EFFECTIVE
COMMUNICATION RELATIONS,AND MANAGING
CONFLICT AS WELL AS FOR DEVELOPING
EMPATHY FOR OTHERS.
36. Information known
to every one
Share Feedback
Knowledge
belongs only
to Others
Knowledge
belongs only to
Self
Knowledge
acquired by
learning together
What we know
and what they
know
What we know
and they do not
know
What they
know and we
do not know
What we do not
know and they
do not know
38. Chapter 8 Transactional Analysis, Assertiveness,
and Conflict Resolution 38
Transactional Analysis
Transactional analysis (TA): a method of
understanding behavior in interpersonal dynamics.
Provides helpful models for leadership styles
Used with organizational development
Used to help managers operate effectively within
other cultures
39. 39
Transactional Analysis (I)
The three ego states
Parent:
Critical parent – Behavior with evaluative responses that are critical,
judgmental, opinionated, demanding, disapproving, etc.
Nurturing parent – behavior with reassuring responses that are
protecting, consoling, permitting, caring, etc.
Child:
Natural child – Behavior with probing responses that show curiosity,
intimacy, fantasy, etc.
Little professor – Behavior with thinking responses that show creative,
manipulative etc.
Adapted child – Behavior with confronting responses that express
rebelliousness, pouting, anger, anxiety, fear, etc.
Adult:
Behavior with thinking, rational, calculating, factual, unemotional, etc.
40. 40
Types of Transactions
Complementary:
Occurs when the sender of the message gets the intended response from
the receiver.
Result in more effective communication with fewer hurt feelings and
arguments.
Crossed:
Occurs when the sender of a message does not get the expected response
from the receiver.
Result in surprise, disappointment, and hurt feelings for the sender of the
message.
Ulterior or Hidden:
Occurs when the words seem to be coming from one ego state, but in
reality the words or behaviors are coming from another.
41. 41
Life Positions
I’m OK — I’m OK —
You’re not OK You’re OK
I’m not OK — I’m not OK —
You’re not OK You’re OK
Attitude
toward
Oneself
Attitude toward Others
Positive Negative
Positive
Negative
42. Chapter 8 Transactional Analysis, Assertiveness,
and Conflict Resolution 42
Stroking
Stroking: is any behavior that implies recognition of
another’s presence.
Can be positive and negative.
Powerful motivation technique.
Positive strokes should always be giving.
43. Chapter 8 Transactional Analysis, Assertiveness,
and Conflict Resolution 43
Assertiveness
Assertiveness: is the process of expressing thoughts
and feelings while asking for what one wants in an
appropriate way.
When people stand up for their rights without
violating the rights of others, they are using assertive
behavior.
A way of presenting a message without falling into
stereotypical “too pushy” (aggressive) or “not tough
enough” (nonassertive-passive) traps.
44. Chapter 8 Transactional Analysis, Assertiveness,
and Conflict Resolution 44
Assertiveness
Speakers Behaviors
Passive speakers use self-limiting qualifying
expressions without stating their position/needs.
Assertive speakers state their position/needs without
violating the rights of others.
Aggressive speakers state their position/needs while
violating the rights of others using “you messages”
and absolutes.
Passive-aggressive speakers may switch back and
forth, may switch immediately after the situation, or
may build hostility while behaving passively.
45. Chapter 8 Transactional Analysis, Assertiveness,
and Conflict Resolution 45
Assertiveness
Comes through the adult ego state
I’m OK — You’re OK.
Creates a win-win situation.
To be assertive:
Set an objective.
Determine how to create a win-win situation.
Develop an assertive phrase (s).
Implement your plan persistently.
46. 46
Conflict Management Styles
Forcing conflict style: user attempts to resolve conflict by using
aggressive behavior.
Avoiding conflict style: user attempts to passively ignore the
conflict rather than resolve it.
Accommodating conflict style: user attempts to resolve the conflict
by passively giving in to the other party.
Compromising conflict style: user attempts to resolve the conflict
through assertive give-and-take concessions.
Collaborating conflict style: user assertively attempts to jointly
resolve the conflict with the best solution agreeable to all parties.
47. 47
Competition
Plus
The winner is clear
Winners usually experience gains
Minus
Establishes the battleground for the next conflict
May cause worthy competitors to withdraw or leave the
organization
48. 48
Accommodation
Plus
Curtails conflict situation
Enhances ego of the other
Minus
Sometimes establishes a precedence
Does not fully engage participants
49. 49
Compromise
Plus
Shows good will
Establishes friendship
Minus
No one gets what they want
May feel like a dead end
50. 50
Collaboration
Plus
Everyone “wins”
Creates good feelings
Minus
Hard to achieve since no one knows how
Often confusing since players can “win” something they
didn’t know they wanted
51. 51
Conflict Continuum
I win, you lose (competition—A)
I lose or give in (accommodate—B)
We both get something (compromise—C)
We both “win”(collaborate—D)
A B C D
54. Reducing Conflict
Overview
Lose-lose methods: parties to the conflict episode do
not get what they want
Win-lose methods: one party a clear winner; other
party a clear loser
Win-win methods: each party to the conflict episode
gets what he or she wants
56. Reducing Conflict (Cont.)
Win-lose methods
Dominance
Overwhelm other party
Overwhelms an avoidance orientation
Authoritative command: decision by person in
authority
Majority rule: voting
57. Reducing Conflict (Cont.)
Win-win methods
Problem solving: find root causes
Integration: meet interests and desires of all
parties
Superordinate goal: desired by all but not
reachable alone
62. 62
What This Means
Managing conflict means you need to develop several
styles and decide which is valuable at any given point
of conflict
10. Some Tips for Managing Workplace
Conflict:
63. 63
Some Tips for Managing Workplace Conflict
Build good relationships before conflict occurs
Do not let small problems escalate; deal with them as they
arise
Respect differences
Listen to others’ perspectives on the conflict situation
Acknowledge feelings before focussing on facts
Focus on solving problems, not changing people
If you can’t resolve the problem, turn to someone who can
help
Remember to adapt your style to the situation and persons
involved
64. Steps for Positive Resolution
When the following conditions are in place, the likelihood of
a positive resolution increases:
Commitment to find a resolution that is mutually beneficial.
Trust.
Frame of mind that there is more than one way to look at the
issues.
Belief that a solution exists.
Commitment to stay in the communication process.