CONFLICT MANAGEMENT

By
B.S.CHARAN

B.S.CHARAN
 Conflict is…

The interaction of interdependent

people who perceive incompatible
goals and interference from each
other in achieving those goals.
 What is Conflict?

Conflict is… Conflict is not…

• Perceived difference • Sign of a bad
– needs, values and relationship
goals • Negative experience
• Part of a relationship • Mistake
• Consequence of • Struggle between
– growth right and wrong
– change
 Examples of Conflict
• Generational change:
• Technology driven change:
– Upgrading to electronic medical records
• Change in scope of practice:
• Something just isn’t fair:
– What about our salaries?
• Others
 Advantages of Conflict
• Diffuse more serious conflicts
• Stimulate search for new facts or solutions
• Enhance relationships
• Increase cohesiveness

Conflict should be managed not eliminated

 Disadvantages of Conflict
• Time consuming
• Disrupts progress/ problem solving
• Detracts from job at hand
• Keeps people apart; if unresolved
• Poor quality, lowers productivity
• Reduces team effectiveness
 Sources of Conflict

• Fear • Mishandling conflict in

• Dishonesty the past
• Boundaries • Hidden agenda
• Negligence • Revenge
• Need to be right • Fighting the “last war”
• Miscommunication
 Conflict Management

The use of strategies and tactics to

move parties toward resolution or
at least containment of a dispute
that avoids further escalation and
relationship destruction.
 Conflict Management 1
• Identify critical information
– Whose problem is this?
– What is the situation?
– Issues, history, players, stake holders
 Conflict Management 2
• What organizational factors are present?
– Policy/procedure, culture, working conditions
– What personal factors do I need to acknowledge?
– Personal issues, conflict resolution style, what pushes my
buttons
 Conflict Management 3
• Personal inventory
– What role does my behavior play in the
dynamic?
– What situational elements am I willing/able to
change?
– What are my resource constraints?
– What matters to me --
• winning?
• The relationship?,
• specific outcome?
 Conflict Management 4
• Increase my effectiveness
– Acknowledge my own feelings!!
– If not purely interpersonal –separate the
problem and the people
– Focus on interests – not positions
– Generate solution options
– Consider measurable outcomes
– Recognize successful conflict management
 Conflict Management

Tailor your conflict management

strategies to match situations with
peers, supervisors or those that
report to you.
 Handling Conflicts
• Integrating
• Obliging
• Dominating
• Avoiding
• Compromising
 Handling Conflict
INTEGRATING: involves openness, exchanging
information, looking for alternatives, and examining
differences so solve the problem in a manner that is
acceptable to both parties. Appropriate where
• Issues are Complex
• Commitment is required from other groups for successful
implementation.
• Time is available for problem solving.
 Handling Conflict
INTEGRATING: Inappropriate where
• Other parties do not have problem solving skills.
• Immediate decision is required.
 Disadvantages
– Time consuming
– Both parties need to listen and learn
– Willingness to change
– Needs planning and team building
 Handling Conflict
OBLIGING: is associated with
attempting to minimize the differences and
highlight the commonalities to satisfy the
concern of the other party.
Appropriate where
• You believe you may be wrong
• Give and take
• Preserving relationship is important
 Handling Conflict
OBLIGING: Inappropriate where
• You believe you are right
• The other party is unethical
 Handling Conflict
DOMINATING: one party goes all out to win his or
her objective and, as a result, often ignores the needs
and expectations of the other party.
Appropriate where
• Unpopular course of action is implemented
• Necessary to overcome assertive subordinates.
• Decision in favour to the other party may prove to be
costly to you.
 Handling Conflict
DOMINATING: Inappropriate where
• Decision does not have to be made
immediately.
• Issue is not important to you.
• Subordinates possess high degree of
competence.
 Handling Conflict
AVOIDING: party fails to satisfy his or her own
concern as well as the concern of the other party.
Appropriate where
• Issue is trivial
• Cooling off period is required
• Potential dysfunctional effect of
confronting the other party outweighs
benefits of resolution
 Handling Conflict
AVOIDING: Inappropriate where
• Prompt attention is needed
• It is your responsibility to make decision
 Handling Conflict
COMPROMISING: involves give-and-
take whereby both parties give up
something to make a mutually acceptable
decision.
Appropriate where
• Consensus cannot be reached
• Temporary solution to a complex problem
is needed
 Handling Conflict
COMPROMISING: Inappropriate
where
• The other party is more powerful
Disadvantages
– Focus on position/solution not issues
– Lose-lose rather than win-win
– May miss a systems solution
 Conflict Management: Peers
• Shared interest/goals
• Non competitive approaches
• Solve this without involving others
• Set the ground rules early
• Consider humor
• Cultivate relationships at all times, not just
during conflict
 Conflict Management:
Subordinates
• Match actions and words
• Assume they know more about you than you think
• Be explicit about expectations and consequences
• Give and accept feedback in private
• Deal fairly and objectively with poor performance
• Listen, learn [boomerang questions]
• Be a coach not a player
 Communication Skills
• LISTEN, LISTEN, LISTEN
• Respect
• Cultivate trust
• Stay clear, concise, positive
• Recognize body language
• Use “I” statements not “you” statements
(avoid blame)
• Articulate your needs
• Acknowledge others’ needs
• LISTEN, LISTEN, LISTEN
 Successful Conflict
Management
• Reconsider your definitions of conflict
• Know your preferred style
• Vary your style based on situation
• Tailor your approach based on involved parties
• Proactively manage conflict – anticipate
• Communication – LISTEN