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Effective Conflict Management Vikrant Joshi

Effective Conflict Management Vikrant Joshi. A situation in which someone believes that his or her own needs have been denied…… The energy that builds up when individuals or groups of people pursue incompatible goals in their drive to meet their needs and interests……

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Effective Conflict Management Vikrant Joshi

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  1. Effective Conflict Management Vikrant Joshi

  2. A situation in which someone believes that his or her own needs have been denied…… • The energy that builds up when individuals or groups of people pursue incompatible goals in their drive to meet their needs and interests…… • The goal of organizational leadership is not to eliminate conflict, but to use it. Understanding conflicts…..

  3. Understanding conflicts….. “Conflict itself is neither good nor bad… What matters about conflict, in the end, is how we respond to it” Brian Muldoon, The Heart of Conflict

  4. Conflict is a problem when it: • Hampers productivity • Lowers morale • Causes more & continued conflicts • Causes inappropriate behaviors

  5. Discomforts Incidents Misunderstandings Tensions Levels of Conflict Nothing is said yet but things don't feel right. A short, sharp exchange occurs without any lasting internal reaction Motives and facts are often confused or misperceived Relationships are weighed down by negative attitudes and fixed opinions Behavior is affected, normal functioning becomes difficult, extreme gestures are contemplated or executed Crisis

  6. Perception is EVERYTHING! WE SEE THINGS AS WE ARE; NOT AS THEY ARE.

  7. A battleship commander was guiding his ship through the night. Seeing a light coming toward them he signaled for the other craft to stand aside. Back came a signal that not only refused to stand aside, but suggested they should be the ones to stand aside instead. Greatly irritated he signaled back, telling his rank as a commander and demanded that the craft stand aside. Back came the reply, signaled by an ordinary seaman, that they must stand aside. Affronted he signaled “This is a battleship, change your course!” Back came the reply “This is a lighthouse, change your course!” PerceptionStory of the battleship commander

  8. Perceived Reality  Perceptions are always incomplete to some extent, and perhaps even inaccurate. 1 + 1 = 3 …..there’s your viewpoint, my viewpoint, and then there’s reality…. Own your perceptions – Don’t let them own you!

  9. Conflict Management The Heat - Video Clip http://www.youtube.com/watch?v=JYYcvTrd7-A

  10. How can I trust you if you don’t allow me to be myself? TRUST! Trust people to be who they are Vs who we want them to be…..

  11. It is easy to get the players on a team. Getting the team to play together is the hard part. Casey Stengel

  12. Circle of Influence Circle of Concern Circle of Influence Betari Box Model

  13. Speed of Trust What is Your Speed of Trust ? http://www.youtube.com/watch?v=qja9IVJkdoo

  14. What is Conflict Management? A principle that says all conflict cannot necessarily be resolved but learning how to manage conflicts can decrease the odds of non-productive escalation.

  15. The Iceberg of Conflict

  16. How will you view conflict? Functional Vs Dysfunctional Opportunity War

  17. The Balancing Act Preventing or resolving conflict involves two seemingly contradicting movements: • Supporting others by active listening • Asserting self by sending effective messages

  18. Communication & Conflict Supportive Skills • Paraphrasing • Openness • Agreement stating Assertive Skills • I-Messages • Preference stating • Purpose stating

  19. ASSERTIVENESS COOPERATIVENESS Blake & Mouton’s Conflict Grid

  20. High Avoidance ASSERTIVENESS Low assertiveness & low cooperation……turtle • Individuals fail to address the conflict. • Postponing a resolution hinders group progress. Avoid Low COOPERATIVENESS High

  21. High Accommodation ASSERTIVENESS Low assertiveness & high cooperation……the bear • A strategy for resolving immediate needs. • Contains an element of self-sacrifice. • Emphasizes common interests and deemphasizes differences in the group. Accommodate Low COOPERATIVENESS High

  22. Compete High Competing ASSERTIVENESS High assertiveness & low cooperation… the Shark • A power-oriented strategy. • Competition should be based on whether winning the conflict is beneficial to individuals or the group. Low COOPERATIVENESS High

  23. High Compromise Compromise ASSERTIVENESS Moderate assertiveness & moderate cooperation ……the Fox • A strategy for finding an expedient solution. • Compromise works towards partially satisfying both parties, but each party must honor the resolution for continued satisfaction. Low COOPERATIVENESS High

  24. High Collaborate Collaboration ASSERTIVENESS High assertiveness & high cooperation….the Owl • A strategy that fully satisfies both parties. • The best decisions are made with collaboration, given the presence of trust, respect, and communication among group members. Low COOPERATIVENESS High

  25. Conclusion Don’t let the conflict control you. The conflict is not who you are !

  26. Questions?

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