2. Learning objective
• Explain the meaning of conflict
management
• The 5 types of conflict
• Example of conflict problems
• How can we solve the problem
3.
4. What do we mean by
Conflict management ?
• The practice of recognizing and dealing with
disputes in a rational, balanced and effective way.
Conflict management implemented within a
business environment usually involves effective
communication, problem resolving abilities and
good negotiating skills to restore the focus to the
company's overall goals.
6. Accommodating
• The accommodating strategy essentially entails
giving the opposing side what it wants. The use
of accommodation often occurs when one of the
parties wishes to keep the peace or perceives the
issue as minor. For example, a business that
requires formal dress may institute a "casual
Friday" policy as a low-stakes means of keeping
the peace with the rank and file. Employees who
use accommodation as a primary conflict
management strategy, however, may keep track
and develop resentment.
7. Avoiding
Motto: "I'll think about that
tomorrow.”
• The avoidance strategy seeks to put off conflict
indefinitely. By delaying or ignoring the conflict,
the avoider hopes the problem resolves itself
without a confrontation. Those who actively
avoid conflict frequently have low esteem or
hold a position of low power. In some
circumstances, avoiding can serve as a profitable
conflict management strategy, such as after the
dismissal of a popular but unproductive
employee.
8. Collaborating
• Collaboration works by integrating ideas set out
by multiple people. The object is to find a
creative solution acceptable to everyone.
Collaboration, though useful, calls for a
significant time commitment not appropriate to
all conflicts. For example, a business owner
should work collaboratively with the manager to
establish policies, but collaborative decision-
making regarding office supplies wastes time
better spent on other activities.
9. Compromising
•The compromising strategy typically calls for both
sides of a conflict to give up elements of their
position in order to establish an acceptable, if not
agreeable, solution. This strategy prevails most
often in conflicts where the parties hold
approximately equivalent power. Business owners
frequently employ compromise during contract
negotiations with other businesses when each party
stands to lose something valuable, such as a
customer or necessary service.
10. Competing
• To try to get or win something (such as a prize or
reward) that someone else is also trying to win .
• To try to be better or more successful than someone or
something else
• Competing might mean standing up for one’s rights,
defending a position believed to be right, or simply
trying to win.
11. 5 Steps to conflict Resolution in
the Workplace
Step 1
Step 2
Step 3
Step 4
Step 5
Identify
the
source
of the
conflict
Identify
the
source
of the
conflict
Look
beyond
the
incident
Look
beyond
the
incident
Request
solution
Request
solution
Identify
solutions
both
disputants
can
support
Identify
solutions
both
disputants
can
support
AgreementAgreement
12. Step 1 : Identify the source of
the conflict
• The more information you have about the cause of the
conflict, the more easily you can help to resolve it. To
get the information you need, use a series of questions
to identify the cause, like, “When did you feel upset?”
“Do you see a relationship between that and this
incident?” “How did this incident begin?”
As a mediator, you need to give both parties the
chance to share their side of the story. It will give you
a better understanding of the situation, as well as
demonstrate your impartiality. As you listen to each
disputant, say, “I see” or “uh huh” to acknowledge the
information and encourage them to continue to open
up to you.
13. Step 2: Look beyond the
incident
• Often, it is not the situation but the perspective on the
situation that causes anger to fester and ultimately leads to
a shouting match or other visible—and disruptive—
evidence of a conflict.
The source of the conflict might be a minor problem that
occurred months before, but the level of stress has grown
to the point where the two parties have begun attacking
each other personally instead of addressing the real
problem. In the calm of your office, you can get them to
look beyond the triggering incident to see the real cause.
Once again, probing questions will help, like, “What do
you think happened here?” or “When do you think the
problem between you first arose?”
14. Step 3: Request solutions
• After getting each party’s viewpoint on the conflict, the next
step is to get each to identify how the situation could be
changed. Again, question the parties to solicit their ideas:
“How can you make things better between you?”
As mediator, you have to be an active listener, aware of every
verbal nuance, as well as a good reader of body language.
Just listen. You want to get the disputants to stop fighting and
start cooperating, and that means steering the discussion
away from finger pointing and toward ways of resolving the
conflict.
15. Step 4: Identify solutions both
disputants can support
• You are listening for the most acceptable
course of action. Point out the merits of
various ideas, not only from each other’s
perspective, but in terms of the benefits to the
organization. (For instance, you might point
to the need for greater cooperation and
collaboration to effectively address team
issues and departmental problems.)
16. Step 5: Agreement
• Agree on the best way to resolve the
conflict.
• Both parties need to come to a conclusion on
the best resolution
Start by identifying
solutions that both
sides can live with
Ask both sides and
see where there is
common ground
Start by identifying
solutions that both
sides can live with
Ask both sides and
see where there is
common ground
Then start to
discuss the
responsibility each
party has in
maintaining the
solution
Then start to
discuss the
responsibility each
party has in
maintaining the
solution
It's also important
to use this
opportunity to get to
the root cause to
ensure this conflict
will not come up
again
It's also important
to use this
opportunity to get to
the root cause to
ensure this conflict
will not come up
again
17. Reasons for the Conflicts in the
Workplace
1. Poor Relationship Skills
• Some people have difficulty getting along with others in a
work environment.
• Workers may believe that they know the best way to perform
a task and do not acknowledge the input of co-workers.
Others may prefer to work on their own, avoiding interacting
as a member of a team. Staff members may simply possess
abrasive personalities that prohibit them from working well
with others.
18. 2. Poor Training
• As a business owner, you may not possess the time to
train a new employee properly or you may pass the
task on to another employee who may not want the
additional responsibility. Inadequate training can
result in the worker having difficulty in adapting to
your work environment as well as mistakes while
performing a task due to miscommunication. This
may lead to conflict with other employees
19. 3. Inadequate Information
• Inadequate information may lead to conflict between
employees as well as between an employee and you.
A preponderance of information sources, including
emails, newsletters and memos, does not guarantee
that employees receive the proper information to
perform their jobs. This may lead to situations where
employees do not do what you expect of them,
resulting in conflict
20. 4. Management Style
• Your management style may cause conflict with
your employees. If you tend to reprimand employees
in front of others, your employees may come to
resent you. Perhaps you have the habit of criticizing
employees but never praising them. You may also
show favoritism for one employee over another,
which may be another potential source of conflict
between the employees or between you and the
employee.
21. 5. Trouble Dealing With Change
• Change is a big part of the modern business
environment, even small businesses. Your employees
may have difficulty adjusting to changes in your
work environment, such as the need to learn a new
computer system or a new way of processing orders.
Workers who adapt well to change, may fear being
left behind and may cause them to resent more
flexible team members.
22. How to Better Cope With
Change
• Think of Change Like a Software
Upgrade
• Accept the Inevitability of Change
and Its Resulting Stress
• Any another solutions….?
By delaying or ignoring the conflict, the manager hopes the problem resolves itself, (and it works sometimes and sometimes not).
Those managers who actively avoid conflict have low esteem or hold a position of low power.
Managers should use this style carefully, and only if they are certain that they are not employing it as a way to escape an unavoidable conflict. The avoiding style is only a delaying tactic and if use it too often you will be labeled as 'passive-aggressive' and the decisions will be made without your input.
The second step to conflict resolution in workplace is “Look Beyond The Incident”
Often, it is not the situation but the scence of the situation that causes anger and basically leads to a shouting fight, it means that there is a conflict.
The source of the conflict might be a minor problem that happened months before.
but the level of stress has grown to the point where the two parties have begun attacking each other personally instead of addressing the real problem.
. In the calm of your office, you can get them to look beyond the incident to see the real cause
Change is a big part of the modern business environment.
Your employees may have difficulty adjusting to changes in your work environment, such as the need to learn a new computer system or a new way of processing orders. Workers who adapt well to change, may fear being left behind and may cause them to resent more flexible team members.
Think of Change Like a Software Upgrade: we have to look to our lives as an operating system and we have to update our lives as the world changes
Accept the certian change and Its Resulting Stress
To start, you have to accept that stress is an inevitable part of the process
Give yourself permission to feel the change-related distress and all of the associated emotions that come along with it. It sucks but not allowing yourself to process those emotions will prevent you from moving forward.
