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  2. OUTLINE • What is conflict? II. Traditional view of conflict III. Human relations view of conflict IV. Interactionist view of conflict • Causes of Conflict
  3. OUTLINE • An Article on conflict resolution I. Benefits of resolving conflicts II. How to reslove conflicts
  4. What is conflict? • A state of opposition • Clash of opposed interest • Be incompatible • Struggle • fight
  5. Causes of Conflicts • Authority Relationships (The boss and employees beneath them) • Common Resources (Sharing the same secretary) • Goal Differences (One person wants production to rise and others want communication to rise)
  6. Causes of conflict(contd) • Jurisdictional Ambiguities (Who can discipline whom) • Specialization (The experts in fields) • status inconsistencies • Need of resources (distribution of rewards)
  7. Traditional view of Conflict • All conflict are bad and harmful • It is used with the term voilence, distruction, irrationality • Cause negative effects • Conflict should be avoided
  8. The human relations view • It is natural • It cannot be illiminated • Dominated conflict theory(1940-1970)
  9. Interactionist view • It is a possitive fource and is absolute requirement of a group • All conflicts are not good • Some conflicts support the goals of the group  Functional conflict  Dysfunctional conflict
  10. Workplaces conflict • Conflict arises because of  Harasshment  Discrimination  Personality clashes • Between employees , managers and employees, recently hired managers
  11. Consequences of conflict • Performance problem • Voilation of company rules • Need of discipline • Sometimes leads to voilance
  12. Benefits of implementing dispute resolution process • Reduce conflict increse prductivity • You are less likely to have wrongful dismissal claims or human rights or other complaints • Your conflict-related absenteeism rate decreases • It will increase trust, motivation and commitment
  13. • You hold your staff accountable for their actions
  14. How do u deal with workplace conflict? • Managers may unilaterally resolve conflicts • Employees may be required to work differences out for themselves • The Human Resources Manager may attempt to mediate the dispute • The President may phone the organization's lawyer the minute a conflict develops
  15. Alternative Methods of Dispute Resolution Facilitation :- Formal process in which third party is involved Conciliation :- a formal process in which an impartial third party, with no decision-making power
  16. AMD(Contd..) Arbitration: A formal process in which a third party who has been chosen by the disputing parties
  17. How Does Your Organization Stack Up? • Are our employees aware of our dispute resolution system and do they use it? If not, why not? • Does our system seek to find blame as its primary goal? • Is our system confidential? • Is it committed to timely and fair resolution?
  18. How Does Your Organization Stack Up? • Do we encourage communication when differences arise? • Does our system foster trust and facilitate growth in relationships? • Does it take into account inherent power imbalances between managers and employees?
  19. A complete system should have these points • An investigation process • An opportunity to explore internal dispute resolution options through dialogue between the parties; • A formal internal complaints process; • An opportunity for internal or external interest-based dispute resolution e.G., Mediation or arbitration;
  20. A complete system should have these points • Access to formal rights-based dispute resolution; • Ongoing training to reach and reinforce the process; And • Feedback mechanisms to allow for revisions to the process as needs change.
  21. Tips for sloving conflicts • Be proactive not reactive • Listen to all sides - get the whole story! • Make a preliminary diagnosis as to the cause(s) of conflict - but, exercise humility, it's their dispute! • Explore interest-based options for resolution
  22. TIPS(contd) • Explore rights-based options for resolution as a last resort • Communicate, communicate, communicate • Model good practice
  23. What if You're the Problem • Change your management style • Emloyees want flexibility • They want their work valued • Employees want Work life balance
  24. Questions?