Se ha denunciado esta presentación.
Utilizamos tu perfil de LinkedIn y tus datos de actividad para personalizar los anuncios y mostrarte publicidad más relevante. Puedes cambiar tus preferencias de publicidad en cualquier momento.

Conflict management

Audiolibros relacionados

Gratis con una prueba de 30 días de Scribd

Ver todo
  • Sé el primero en comentar

Conflict management

  1. 1. CONFLICT MANAGEMENT Guided by - Prof.(Dr.) Y.D. Badgaiyan Prof. and Head Dept. of Community Medicine CIMS , Bilaspur (C.G.).
  2. 2. INTRODUCTION  Conflict is natural and inevitable part of all human social and professional relationships.  It occurs at all levels of society – - intra-psychic - interpersonal - intragroup, - intergroup - intra-national and - international. (Sandole & Staroste, 1987).
  3. 3.  Conflict is largely a perceived phenomenon.  Conflict may be either healthy or unhealthy.
  4. 4.  No two persons in the world are absolutely same.  Therefore no two persons can feel or think alike.  The difference between thinking of different people causes conflict.
  5. 5.  Conflict is the root of personal and social change.  Conflict prevents stagnation. It stimulates interest and curiosity.
  6. 6.  Research reports substantiate that manager or administrator spend 20 percent of their time in dealing with conflicts in the organization.  Hence the ability to handle and manage conflict behaviour has become essential.
  7. 7. DEFINITIONS  “Conflict is a state of opposition, disagreement or incompatibility between two or more people or groups of people.”  Conflict is usually based upon a difference over goals, objectives or expectations between individuals or groups. (Sandole & Staroste, 1987) .
  8. 8. TRANSITIONS IN CONFLICT THOUGHT Traditional View of Conflict The belief that all conflicts are harmful and must be avoided. Human Relations View of Conflict The belief that conflict is a natural and inevitable outcome in any group.
  9. 9. Interactionist View of Conflict The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively.
  14. 14. TYPES OF CONFLICTS  1. Intra-personal conflicts.  2. Inter-personal conflicts.  3. Inter-group conflicts.  4. Role conflicts.  5. Goal conflicts.  6. Organizational conflicts.
  15. 15. 1. INTRA-PERSONAL CONFLICTS  This type of conflict is within individual.  Can be analyzed in terms of frustration behaviour.  Level of conflict depends upon-  - perception  - job experience  - individual needs  - motives , goals and belief.
  16. 16. 2. INTERPERSONAL CONFLICT  Occurs between two or more individuals who are in opposition to one another. Sources: Personal Difference Information Deficiency. Role incompatibility. Environmental stress.
  17. 17. 3. INTERGROUP CONFLICT Occurs among members of different teams or groups. Source-  Competition for resources  Task interdependence  Jurisdiction ambiguity  Status struggle
  18. 18. 4. ROLE CONFLICTS This type of conflicts are due to serious professional disagreements between their role in team. Occur when the communication of task expectations proves inadequate or upsetting.
  19. 19. 5. GOAL CONFLICTS  This type of conflicts are goal related.  May emerge between - - team members. - between team and organization. - between organization and client.
  20. 20. 6. ORGANIZATIONAL CONFLICTS 1. Status related - - Between MBBS and MD. - Between Nurse and Doctor. 2. Functional conflicts – - Various dept of hospital. 3. Hierarchical conflicts.
  21. 21. JOHARI WINDOW ANALYZING INTERPERSONAL CONFLICT  This model can be useful in resolving interpersonal conflicts.  It was developed by Joseph Luft and Henry Igham (1955) to analyse the dynamics of interaction between self and others.  Four types of area of behaviour.
  22. 22. JOHARI WINDOW ANALYZING INTERPERSONAL CONFLICT Open Self Undiscovered SelfBlind Self Hidden Self Known to others Known to self Unknown to self Unknown to others
  24. 24. 1. AVOIDANCE  This method indicates absence of any action.  This also includes withdrawal and suppression. Strengths: This is perhaps the easiest method to adopt. At time of avoidance can be used for analysis of the problem. Weaknesses: By this method, one can only temporarily get out of conflict, as conflict is not eliminated.
  25. 25. 2. AUTHORITATIVE COMMAND OR IMPOSING A SOLUTION  This method forces the conflicting parties to accept a solution which is devised by the higher-ups in the hierarchy.  This becomes possible by virtue of formal positional hierarchy and authority that exist in organizations.
  26. 26. 3. DIFFUSION  This strategy involves postponement or delaying the decisions with a view to cool down the intensity.  This approach involves focusing on unnecessary issues, thereby avoiding the main problem for sometime.
  27. 27. 4. ALTERING STRUCTURAL VARIABLES  This approach changes structural variables.  It includes transferring and exchanging group members and expanding the group or organization’s boundaries.
  28. 28. 5. NEGOTIATION  This approach requires each party to give up something of value.  Negotiation is an approach where both sides walk towards each other to reach a mutually acceptable position.
  29. 29. 6. PROBLEM SOLVING / CONFRONTATION / COLLABORATION  This method seeks resolution through face-to-face confrontation of the conflicting parties.  The conflicting parties seek mutual problem definition, assessment of the problem, and the solution.  In this approach, there is an open expression of feelings as well as exchange of task-related information.
  30. 30. 7. REDUCING TASK INTER-DEPENDENCE  Reducing task interdependence between groups and assigning clear work responsibilities to each group is one of the ways of redesigning organizations.  This is an effective method to resolve inter- group conflicts.
  31. 31. 8. EXPANSION OF RESOURCES  One of the ways to manage conflicts which are arising due to limited resources, is to expand or increase the availability of resources. Strengths: This method facilitates each conflicting party to be victorious. Weaknesses: Resources rarely exist in such quantities that they can be expanded so easily.
  32. 32. 9. ALTERING THE HUMAN VARIABLE  This method helps to change the attitudes and behaviour of one or more of the conflicting parties.  This includes use of education, sensitivity and awareness training, and human relations training.
  33. 33. 10. ESTABLISHING RULES AND PROCEDURES  This approach calls for establishing, in advance, a set of formalized rules and procedures that will specify how group members are to interact with each other. Strengths: This approach is most simple and least costly. Weaknesses: Rules and Procedures minimize the information flow between departments or work groups.
  34. 34. WIN-WIN STRATEGY (CREATIVE PROBLEM SOLUTION)  It is most desirable strategy which aimed at solving problem rather than defeating the other party.  It sublimates antagonistic feelings so both parties receive rewarding outcome.
  35. 35. THANK YOU