11-11-2011

CONFLICT MANAGEMENT

WHAT IS CONFLICT
A CONDITION THAT RESULTS WHEN ONE PARTY FEELS THAT SOME CONCERN OF THAT PARTY HAS BEEN FRUSTRATED OR IS ABOUT TO BE FRUSTRATED BY A SECOND PARTY.
PARTY REFERS TO INDIVIDUALS, GROUPS, ORGANIZATIONS

A PRESENTATION BY

B. G. GUPTA
bggupta1@gmail.com

HOW ELSE IS CONFLICT DEFINED?

A state of disharmony between incompatible or antithetical persons, ideas, or interests.

CONFLICTS
1. They are Inevitable 2. You can never deny it..? 3. Always expect that it will happen 4. Most conflict can be managed

Opposition between two simultaneous but incompatible feelings; a state of opposition between persons or ideas or interests; a disagreement or argument about something important.

5. Your style of interacting with others will be a determining factor in whether or not you will successfully manage conflict

CONFLICT CAN RESULT IN

IF MANAGED IN A HEALTHY WAY IF NOT MANAGED IN A HEALTHY WAY

TYPES OF CONFLICT
PERSONAL/RELATIONSHIP INTERNAL/SELF

Personal and

professional Growth

Distrust

Improved relationships

Violence/aggression/

anger withdrawal

PROFESSIONAL/WORK PLACE
Better communication Poor communication

Increased

morale and productivity

Decreased morale

and productivity

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HOW TO REDUCE WORKPLACE CONFLICTS?

FOUR STEPS FOR EXECUTIVES/MANAGERS:
1. Developing Communication Skills 2. Clarification of Expectations 3. Practicing Interpersonal Skills 4. Setting up behavioural consequences

1. DEVELOPING COMMUNICATION SKILLS

Articulating and Expressing the thoughts and feelings instead of sulking inside Giving and Receiving open Feedback Using I statements instead of You Improving Active Listening Skills Empathizing and being Compassionate

ALSO REMEMBER THE 10 CS

Communicate Clarify Collaborate Compliment Connecting instead of instead of instead of instead of instead of Conflicts Challenging Confronting Criticizing

2. ESTABLISH CLEAR EXPECTATIONS

Adopting a No-Blame Approach Clarifying what is expected Aligning Values and Goals Expectations of Standards and duty Negotiating Performance Standards

Confusing

Collaborating using Win-Win Strategy

3. PRACTICING INTERPERSONAL SKILLS

Becoming genuinely interested in People Separating People from Issues Being sensitive to people Acknowledging & Appreciating Treating staff and subordinate like family members

4. BEHAVIOURAL CONSEQUENCES
Removing the rotten apples from the basket or at-least separating the healthy ones from the rotten

Those who are Uncooperative and Unwilling to Change, express the consequence of undesired behaviour in a nonthreatening way

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COMMONLY USED MODES TO ADDRESS CONFLICT?

1. AVOIDING. 2. ACCOMMODATING . 3. COMPETING. 4. COMPROMISING. 5. COLLABORATING

DIFFERENT WAYS OF ADDRESSING CONFLICT

HIGH
COMPETITIVE COLLABORATING

ASSERTIVENESS

COMPROMISING

AVOIDING

ACCOMMODATING

LOW LOW COOPERATION HIGH

AVOIDING MODE
LOW ASSERTIVE AND LOW COOPERATION Skills Needed:
Ability to withdraw Ability to side step Ability to leave things unsolved Sense of timing

ACCOMMODATING MODE
LOW ASSERTIVENESS AND HIGH COOPERATION Skills Needed:
Forgetting your desires Selflessness Ability to yield Obeying orders

COMPETING MODE
HIGH ASSERTIVENESS AND LOW COOPERATION Skills needed:
Arguing and debating Using rank Asserting your opinions Standing your ground Stating your position clearly

COMPROMISING MODE
MODERATE ASSERTIVENESS AND MODERATE COOPERATION

SKILLS NEEDED:
Negotiations Finding a middle ground Assessing value Making concessions

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COLLABORATING MODE
HIGH ASSERTIVENESS HIGH COOPERATION Skills needed:
Active listening Non threatening confrontation Identifying concerns Analyzing input

IN CONCLUSION

SEVEN PRINCIPLES OF COMMUNICATION IN CONFLICT RESOLUTION

1. Be clear about what you want to achieve. 2. 3. 4. 5. Never, ever promise what you can't deliver. DO take responsibility for what you can. Validate the feelings of others. DO get as much specific information about others perception of the problem as possible. 6. Stay calm and focussed on the desire to resolve the others problem. 7. Take time to walk a mile in the other persons shoes.

STOP CREATE SAFE SPACE FOR CONFLICT RESOLUTION

STOP assuming that your truth is THE truth. What is true for you is not necessarily true for another. STOP insisting that other people must agree with you. Disagreement is okay. Dont cross-examine people. STOP unconsciously assuming that anyone else will see it the way you see it. Always check it out. STOP invalidating other peoples experience just because it doesnt agree with your experience. STOP blaming anyone else for how you feel or what happens to you. Take full responsibility for yourself.

Listen - Clarify - Assess - Speak - Listen

CONFLICT is the engine that drives interpersonal and organizational

THANKS
bggupta1@gmail.com

GROWTH