“Almost every working relationship will

produce some degree of conflict across time”

“Managers spend an estimated 25% of their

time dealing with conflict”
 

1
 Today’s agenda………….

Conflict Management

Managing Communications &

Change Management

2
The nature of conflict………
Conflict is an interpersonal process that arises
from disagreements over the goals to attain or
the methods to be used to accomplish those
goals.

Generally, it is an expression of
hostility/aggression.

That means, it is any situation in which two or

more parties feel themselves in opposition.

3
Classification or Levels of Conflict

Intra-personal conflict

Interpersonal conflict

Inter-group conflict

4
 Intrapersonal conflict
Intrapersonal conflict is an internal conflict which
consists in some form of goal conflict or cognitive
conflict within an individual.

In short, conflict within one's self.

It is experienced by a single individual, when his or her

own goals, values or roles diverge.

5
Causes/Sources of Intra-personal conflict

Frustration

Role conflict

Goal conflict

6
 Interpersonal conflict
 It is occurred when a person wants to protect his/her
self-image and self-esteem from damage by others.

 Because, when self-concept is threatened, serious upset

occurs and relationships deteriorate.

 Sometimes the temperaments of two persons are

incompatible and their personalities clash.

 Also, conflicts develop from failures of communication

or differences in perception.
7
 Inter-group conflict
It is occurred when each group sets out to
undermine the other, gain power, and improve its
image.

The seeds of inter-group conflict exist whenever

there are limited resources in an organization. e.g.
production department vs. sales department.

8
 Sources of conflict
Organizational change

Personality clashes

Different set values

Threats to status

Contrasting perception

Lack of trust

9
Perceptions of Conflict
Constructive
Destructive

10
Resolution strategies
Avoiding

Smoothing

Forcing

Compromising

Confronting

11
Conflict outcomes

Lose-Lose

Lose-Win

Win-Lose

Unknown

Win-Win
12
 Guidelines for conflict resolution through confrontation

1. Agree on the common goal: to solve the problem

2. Commit yourself to fluid, not fixed positions.
3. Clarify the strengths and weaknesses of both party’s
positions.
4. Recognize the other person and your own possible need for
face saving.
5. Be candid and up-front; don’t hold back information.
6. Avoid arguing or using “yes-but” response; maintain
control over your emotions.

13
Guidelines for conflict resolution through confrontation………………….

7. Strive the standpoint of other party’s viewpoint, needs and

bottom lines.
8. Ask questions to elicit needed information; probe for deeper
meanings and support.
9. Make sure that both parties have a vested interest in making
the outcome succeed.
10. Give the other party substantial credit when the conflict is
over.

14
Managing Communications

Communication Process

Levels of Communication

Knowing the self

The Johari Window Model

15
Communication Process

16
Berlo’s SMCR Model of Communication

17
 Level of Communications……………….

Intrapersonal
Intrapersonal communication takes place when an
individual send and receive messages internally.
Intrapersonal communication is the foundation on which

interpersonal communication is based on.

Successful communication with others depends first upon

effective communication with ourselves.

18
Interpersonal Communication is usually thought of
as occurring between two people.
When you cal a friend on the phone.

Go for a job interview.

Ask your teacher about your last test grade.

Small Group Communication: Communication is more

complicated with a group of three or more persons.

19
 The Self
The study of intrapersonal communication begins with

knowing your-self.

As soon as you begin to examine the self, however, you

discover that you are, in fact, many selves:

The physical self-bodily concepts-better known as body image.

The emotional self-conscious feelings that are accompanied

by physiological changes such as rapid heartbeat , tensed

muscles or raised blood sugar level etc.
20
 Self…………………
The Private Vs Public Self-

Private self: The extent to which one is known to oneself.

Public Self: The extent to which one is known to others.

21
22
23
24
 Conclusion on Johari Window
You can use the concept of Johari window to increase your

self awareness.

This, in turn, should improve your communication with

others.

The more information you can bring into open from the

hidden, blind and unknown areas, the better your

interpersonal communication will be.
25
Change Management

26
 Nature of Change
Def: Change is any alteration occurring in the work
environment that affects the ways in which employees must
act.
Changes may be :
 Planned or unplanned
 Catastrophic or evolutionary
 Positive or negative
 Strong or weak
 Slow or rapid
 Stimulated either internally or externally

27
Mangers’ role in managing change

Proactive: Anticipate events, initiating change,

and taking control of the organisation’s destiny.

Reactive: Responding to events, adapting to

change, and tempering the consequences of
change.

28
Costs and Benefits of Change

Costs:
A new work procedure may require inconvenience of
learning new skill.
May disrupt work and satisfaction.
New equipment or relocation of older ones.
Psychological and social costs.

29
 Resistance to Change

Def: Consists of any employee behaviors

designed to discredit, delay, or prevent
the implementation of a work change.

30
 Reasons for Resistance

Logical or Rational

Psychological or Emotional

Sociological or Group Interests

31
 Logical or Rational Resistance

This is based on disagreement with the facts, rational reasoning,

logic, and science. It arises from—

Time required to adjust

Extra effort to learn

Possibility of less desirable conditions.

Economic costs of change

Questioned technical feasibility of changes. 32

Psychological or Emotional Resistance
This is typically based on emotions, sentiments,
and attitudes. It may arises from—
Fear of the unknown

Low tolerance of change

Dislike of management or other change agent

Lack of trust in others

Need for security; desire for status-quo

33
 Sociological or Group Interests

This is based on if it is seen that a challenge to group

interests, norms, and values of society. It arises from—
Political coalitions

Opposing group values

Parochial

Vested interest

Desire to retain existing friendships. 34

Is Change All Bad???

35
 Implementing Change

Transformational leadership and change

Three-Step process of Change

36
Transformational leadership and change

Creating vision

Communicating Charisma

Stimulating Learning

37
Three-Step process of Change

Unfreezing

Changing

Refreezing

38
 Building Support for Changes
Use group forces

Providing a rationale for change

Participation

Share rewards

Employee security

Communication and education

Stimulating employee readiness

Working with the total system

39
 Any Question????

Thanks a lot!!!!!!!!!!!!!!!

40