CONFLICT PROCESS & CONFLICT HANDLING

1. CONFLICT PROCESS & CONFLICT HANDLING

2. WHAT IS CONFLICT? Conflict is a disagreement through which the parties involved perceive a threat to their needs, interests or concerns. Substantive Conflict Emotional Conflict

3. IMPORTANT FACTORS IN CONFLICT Disagreement Parties involved Perceived Threat Needs, interests, concern

4. CONFLICT MUST BE PERCEIVED TO EXIST!

5. PERCEPTUAL FILTERS Culture, race & ethnicity Gender&Sexuality Knowledge (General & Situational) Impression of the messenger Previous experiences

6. DIFFERENT VIEWS OF CONFLICT Traditional View Human Relations View Interactionist View Functional Conflict Dysfunctional Conflict

7. DYSFUNCTIONAL CONFLICT Task Conflict; relates to the content and goals of the work Relationship Conflict; focuses on interpersonal relationship. Process Conflict ; relates to how the workgetsdone.

8. CONFLICT&UNIT PERFORMANCE

9. FORMS OF CONFLICT INTERNAL:The conflict a person has with themselves. PERSONAL:This is between the person and his closest people. . SOCIAL:Social Conflict is between the doctor and his patient.

10. Sources of Conflict • Economic conflictinvolves competing motives to attain scarce resources. • Value conflictinvolves incompatibility in ways of life, ideologies – the preferences. • Power conflict occurs when each party wishes to maintain or maximize the amount ofinfluence.

11. FORMS OF CONFLICT IN THE ORGANİZATION Individual Conflict Interpersonal Conflict Intergroup Organisational Conflicts

12. Sources of Interpersonal Conflict Personality Clashes • Not everyone feels, thinks or acts alike. Threats to status: • Status or the social rank of a person in a group, is very important to many individuals. Lack of trust: • Every continuing relationship requires some degree of trust—the capacity to depend on each other’s word and actions.

13. more Sources of Intergroup Conflict Interdependencies and shared resources Departments who are in competition for these scarce resources may come into conflict Ambiguity Conflict can also arise where there is ambiguity regarding Intergroup differences Within an organisation there are set resourcesthat departments mustcompete for to initiate

14. Levels of Conflict LEVEL1: LEVEL2: LEVEL3: LEVEL4: LEVEL5: Problem to Solve Disagreement Contest Fight / Flight Intractable

15. The Conflict Process

16. The Conflict Process • Stage 1 • Potential Opposition • Factors are present that can lead to conflict • Communication • Structure • Personal variables

17. The Conflict Process • Stage 2 • Cognition and Personalization • Awareness of conditions in stage 1 • The conditions cause some sort of frustration

18. STAGE III: INTENTIONS

19. STAGE IV: BEHAVIOR • Verbal,written, even physical attacks

20. STAGE V: OUTCOMES • The Effects on Relationships • Within groups • Increased group cohesiveness • Emphasis on loyalty • Rise in autocratic leadership • Focus on activity

21. STAGE V: OUTCOMES • Between groups • “we-they” attitudes • Distorted perceptions • Decreased communication

22. CONFLICT MANAGEMENT • Conflict Resolution • Conflict Stimulation

23. CONFLICT MANAGEMENT • Resolving Conflict • Develop superordinate goals • Expanding the supply of critical resources • Clarify existing relationships • Modify existing relationships • Decoupling Mechanisms • Slack resources • Self-contained task

24. CONFLICT MANAGEMENT • Resolving Conflict • Power • Challenger disaster

25. CONFLICT MANAGEMENT • Conflict Stimulation • Bringing outside individuals into the group • Altering the organization’s structure • Stimulating competiton • Programmed conflict • Devil’s advocacy

26. Prepared by: • Tuğba Demirtaş • Levent Doğancı • Duygu Özdemir Thank You ...