Conflict Management

Prepared by: Instructor:

Prof. Gilberto Diamse
Ever Jean Javillo

Master in
management
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When two or more people have differences in
ideas/views and are not ready to understand or
accept each others ideas/views.

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“Two heads are better than one only if they
contain different opinions”

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 Traditional theory

conflicts are caused by trouble-makers

conflicts are bad
conflicts should be avoided or suppressed

Contemporary theory

conflicts are inevitable between human beings

conflicts are often beneficial
THEORIES OF CONFLICT
conflicts are the natural result of change
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conflicts can and should be managed
Conflict can have value if it excites to action,
increases group cohesiveness, diffuses what
might lead to more serious conflicts, serves
as a measure of how important issues, ideas
and people are to you.

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Types of Conflict
1. Personal Conflicts – Related to your or others Behavior/Style
 Differences in Style.
◦ People's style for a completing job can differ.
◦ Eg. one person may just want to get the work done quickly (task oriented), while
another is more concerned about having it done a particular way e.g. artistic

 Differences in Background/Gender

◦ Conflicts can arise between people because of differences in educational backgrounds,

personal experiences, ethnic heritage, gender and political preferences.

 Differences in Personality

◦ This type of conflict is often fueled by emotion and perceptions about somebody
else's motives and character.
◦ Eg. a team leader jumps on someone for being late because he perceives the team
member as being lazy and inconsiderate. The team member sees the team leader as
being irrational.

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2. Situational Conflicts – Based on the situation you are in
 Interdependence Conflicts

◦ A person's job depends on someone else's co-operation, output or input.

◦ Eg, a sales-person is constantly late inputting the monthly sales figures which
causes the accountant to be late with her reports.

 Differences in Leadership

◦ Leaders have different styles. Employees who change from one supervisor to
another can become confused
◦ Eg. one leader may be more open and delegates responsibility while another may be
more directive. For an employee it becomes a conflict situation when he has to
change his leader.

Types of Conflict
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There is no way to work with people on
conflict free basis.

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Resolving Conflict
Personal Conflicts
1.Step one - 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
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.
2.Step two - Move the discussion to a private area, if possible.

3.Step Three - Give the other person time to vent. Don't interrupt them or judge what they are
saying.

4.Step four - Verify that you're accurately hearing each other. When they are done speaking:}
a. Ask the other person to let you rephrase (uninterrupted) what you are
hearing hearing from them to ensure you are
hearing them.
b. To understand them more, ask open-ended questions. Avoid "why" questions –
questions - those questions often make people feel defensive.

5.Step five - Repeat the above step, this time for them to verify that they are hearing you.
When you present your position
a. Use "I", not "you".
b. Talk in terms of the present as much as possible.
c. Mention your feelings.

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6. Step six Acknowledge where you disagree and where you agree. Work the
issue, not the person.
a. When they are convinced that you understand them: Ask "What can we do fix
the problem?" They will likely begin to complain again.
b. Then ask the same question. Focus on actions they can do, too.

7. Step seven If possible, identify at least one action that can be done by one
or both of you.
a. Ask the other person if they will support the action.
b. If they will not, then ask for a "cooling off period".

8. Thank the person for working with you.

9. If the situation remains a conflict, then:

a. Conclude if the other person's behavior conflicts with policies and
procedures in the workplace and if so, present the issue to your supervisor.
b. Consider whether to agree to disagree.
c. Consider seeking a third party to mediate.

Resolving Conflict Contd.

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Resolving Conflict Contd.
2. Situational Conflict
1.Step One: Set the Scene
 Understand the situation rationally

2.Step Two: Gather Information

 Understand each others needs and concerns

3.Step Three: Agree to a Problem

 Define a mutual Problem

4.Step Four: Brainstorm Possible Solutions

 Think of all the possible solutions

5.Step Five: Negotiate a Solution

 Come to solution that is agreed by both the groups

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Conflict Management Styles

Avoiding
Smoothing
Forcing
Compromising
Collaborating

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 Conflict Management Styles
AS
SE
RTI FORCING/ COLLABORATING
VE
COMPETING
AS
SE
RTI
VE
NE
SS
COMPROMISIN
G

UN
AS
SE
RTI
VE

SMOOTHING/
AVOIDING ACCOMMODATING

U N C O O PER AT I VE C O O P ER AT I VE

COOPERATIVENESS
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 FORCING STYLE

If you don’t like the way things are run get out

If you cant learn to cooperate, I am sure others who

will, can be hired

Criticism: The subordinates’ interests are ignored. The conflict is not analyzed

Example situations where forcing style is suitable

 Inadequate time
 Stopping people from taking advantage of him/her

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 COMPROMISE STYLE

I let other people win something, if they let me

win something
I try to find out a position between theirs and
mine

Criticism: people may encourage compromise on stated issues rather than on

real issues

Example situations where compromise style is acceptable

 It is not possible to achieve a win-win agreement
 When conflicts block important agreements 16
 AVOIDANCE STYLE

I don’t have enough time

I don’t have enough facts
Perhaps the best way is to proceed
as you think best

Criticism: The conflict is not solved

Example situations where avoidance style is appropriate

 Minor issues
 Inadequate facts and power
 Others can more effectively resolve the conflict 17
 SMOOTHING STYLE
If it makes others happy, I wont challenge their
views
I don’t want to hurt the feelings of others
We should not risk our friendship, so let’s not
worry too much about the problem, things will
work out

Criticism: It encourages individuals to cover-up or gloss over

their feelings

Example situations where smoothing style is appropriate

 Emotional conflicts
 Talented employees
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 COLLABORATIVE STYLE

I try to get all view points & issues out in the

open

Best alternatives must be arrived through

analyzing

Criticism: It is not suitable when win-win situation is not possible

Example situations where this style is appropriate

 The parties disagree over the best means to achieve the common goals
 When there is a need for high-quality decisions

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Responding to conflict involves making a series of
choices with solving the problem as the goal.

SOLVING THE PROBLEM IS THE GOAL…

NOT WINNING!

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