1. A
PRESENTATION
ON
CONFLICT MANAGEMENT
Presented by :-
Present for :-
Ms. Neha Rathi Mehul Rasadiya
(K.K.Parekh Inst. of Mgt. Studies- Amreli)
2. WHAT IS CONFLICT?
Conflict is any situation in which two or more
parties feel themselves in opposition . It is an
interpersonal process that arises from
disagreements over the goals or the methods to
accomplish those goals
Newstrom and Davis
3. CAUSES OF CONFLICT
1. Security
2. Inability to control self and others
3. Respect between parties
4. Limited resources
5. Frustrations
4. TYPES OF CONFLICT
Internal Conflict
Which is a disturbance that rages within a
single individual.
Interpersonal Conflict
Which is a disturbance that exists between
two or more individuals or groups.
5. CONT…………
Intrasender Conflict
Originate in the sender who gives
conflicting instructions.
Intersender Conflict
Arises when a person receives
conflicting message from one or more sources.
Interrole Conflict
Occurs when a person belongs to more
than one group.
6. CONT………..
Person- role
Result of a discrepancies between internal
and external role.
Interperson
Between people whose position require
interaction with other persons who fill various
roles in the same Organization or other
Organization.
7. CONT………….
Intragroup
Occurs when a group faces new problem
,when new values are imposed on the group
from outside.
Intergroup
when two groups have different goals and
can only achieve their goals at the other’s
expense.
8. CONT……….
Role Ambiguity
Condition where an individual do not
know what is expected of them.
Role Overload
individuals cannot meet the expectations
placed on them.
9. STAGES OF CONFLICT
1. Latent Conflict
It exist whenever
individual, groups, organization, or nations
have differences that bother one or the
other but those difference are not great
enough to causes one side to act to alter the
situation.
2. Perceived Conflict
indicates cognitive awareness of stressful
situation
10. CONT………..
3. Felt Conflict
Presence of affective states such as
stress, tensions, anxiety, anger, hostility.
Organization. Groups, or individuals
become more internally cohesive.
4. Manifest Conflict
At this stage the conflicting parties are
actively engaging in conflict behavior .
12. COLLABORATING
Cooperating with the other party to understand their
concerns and expressing your own concerns in an effort to
find a mutually and completely satisfactory solution.
Fundamental premise :: Teamwork and cooperation help
everyone achieve goals while also maintaining
relationships.
Strategic philosophy :: The process of working through
differences will lead to creative solution that will satisfy
both parties concerns.
13. WHEN TO USE COLLABORATING
When there is a high level of trust.
When you don’t want to have full responsibility.
When you want others to also have ownership of
solution.
When you need to work through animosity and
hard feelings.
14. DRAWBACKS OF COLLABORATING
The process takes lots of time and energy.
Some may take advantage of other people’s
trust and openness.
15. COMPROMISING
Attempting to resolve a conflict by identifying a solution
that is partially satisfactory to both parties, but
completely satisfactory to neither.
Fundamental premise :: winning something while losing a little .
Strategic philosophy :: Both ends are placed against the middle
in an attempt to serve the common good while ensuring
each person can maintain something of their original
position .
16. WHEN TO USE COMPROMISING
When people of equal status are equally
committed to goal.
When goal are moderately important.
When time can be saved by reaching
intermediate settlements on individual parts of
complex issues.
17. DRAWBACKS OF COMPROMISING
May not work if initial demands are too great.
Important values and long-term objective can
be derailed in the process.
18. ACCOMMODATING
Allowing the other party to satisfy their concern while
neglecting your own.
Strategic philosophy Appease others by downplaying
::
conflict, thus protecting the relationship.
19. WHEN TO USE ACCOMMODATING
When you realize you are wrong.
When you know you can’t win.
When you are willing to let others learn by
mistake .
When it is not right time and you would
prefer to simply built credit for the future.
20. DRAWBACKS OF ACCOMMODATING
One’s own ideas don’t get attention.
Credibility and influence can be lost.
21. COMPETING
Using formal authority or other power that you possess
satisfy your concern without regard to the concerns of the
party that you are in conflict with.
When goals are extremely important
Strategic philosophy ::
, one must sometimes use power to win.
22. WHEN TO USE COMPETING
When you know you are right.
When time is short and quick decision is
needed.
When you need to stand up for your right.
24. AVOIDING
Not paying attention to the conflict and not taking any
action to resolve it.
Strategic philosophy Avoids conflict by withdrawing
::
, sidestepping, or postponing.
25. WHEN TO USE AVOIDING
When the conflict is small and relationships
are at stake.
When more important issues are pressing.
When you have no power.
When you are too emotionally involved and
others around you can solve the conflict more
successfully.
When more information is needed.
26. DRAWBACKS OF AVOIDING
Important decision may be made by default.
Postponing may make matters worse.
27. Stages of Conflict Resolution
Define conflict
Examine possible
solution
Test solution
Out Accept Evaluate Reject
Solution Solution Solution
