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Conflict Management

2011 IMA Educational Conference September 29-30, 2011 Presented by C. S. “ Bud ” Kulesza CMA, CFM Former Chair Institute of Management Accountants Dean Emeritus – IMA Leadership Academy. Conflict Management . IMA Leadership Academy. Learning Objectives.

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Conflict Management

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  1. 2011 IMA Educational Conference September 29-30, 2011 Presented by C. S. “Bud” Kulesza CMA, CFM Former Chair Institute of Management Accountants Dean Emeritus – IMA Leadership Academy Conflict Management IMA Leadership Academy

  2. Learning Objectives • To define conflict versus conflict management • To increase awareness of how conflict occurs • Categories of organizational conflict • Factors contributing to conflict • Conflict cycle • To define negative versus constructive conflict • Things to consider when handling conflict • How to deal with difficult people • Steps to managing conflict

  3. What is conflict? tension resulting from forces acting in opposition to each other disagreement with strongemotions which causes us to stop listening

  4. What is ConflictManagement? • Method of reprocessing tension & disagreements • Search for areas of agreement • Identification of facts to support agreement

  5. Kenneth Cloke and Joan Goldsmith “Every conflict we face in life is rich with positive and negative potential”

  6. Five Categories of Organizational Conflict 1. Multiple role conflict 2. Scarce resources 3. Differing values or priorities (most difficult to resolve) 4. Differing perceptions of the problem 5. Insecurity / personal needs

  7. Ten Factors Contributing to Conflict

  8. Conflict Cycle

  9. Negative versus Constructive Conflict • Negative Conflict • Focuses on differences • Decreases productivity • Wastes resources • Constructive Conflict • Focuses on agreement • Increases productivity • Maximizes resources

  10. Constructive Conflict Benefits • Opens up issues of importance • Results in clarification • Questions assumptions • Results in solutions to problems • Increases individual involvement in issues of importance to them • Causes authentic communication to occur • Serves as release to pent-up emotions, anxiety, stress • Helps build cohesiveness through learning more about each other • Helps people grow personally

  11. Mary Parker Follett “It is possible to conceive conflict as not necessarily a wasteful outbreak of incompatibilities, but a normal process by which socially valuable differences register themselves for the enrichment of all concerned”

  12. Things to consider when handling Conflict • Defensiveness/reacting • Placating • Forgetting that understanding is not agreeing • Mismatched verbal & nonverbal behaviors • Failing to listening appropriately • Focusing on details instead of core problem • Failing to reflect back what the person is saying • Not utilizing the 100 + 1% principle • Putting your but in the wrong place

  13. Categories of Difficult People • Hostile / Aggressive • Indecisive • Complainer • Negativist • Silent / Unresponsive • Know-it-all Expert • Super Agreeable • Addicted

  14. How to deal with Difficult People Don't react Listen Acknowledge what was said Ask a clarifying question Repeat back Expand upon what was said Offer to explore solutions Establish boundaries

  15. Six Steps to Managing Conflict 1 2 3 4 5 6

  16. Dialogue Questions • What can you improve in your organization to improve the ways that your colleagues deal with conflict? • What processes can be applied to achieve this improvement? How will you include all locations if your organization is located in multiple sites? • What will be your role in conflict management? • What are the potential outcomes?

  17. Suggestions Identify the 3 most important lessons you learned from this course. What will you apply? What did you learn about yourself? What strengths do you want to develop, or share?

  18. Thanks! We hope you enjoyed … and learned! Conflict Management

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