Conflict: Approach & Resolution

1. Conflict: Approach & Resolution Unit 5

2. Approach to Conflict There are generally two management conflict/ approaches to conflict. They are: • Structural Conflict • Interpersonal Conflict

3. Structural Conflict Management Approach • Structural conflicts are caused by forces external to the people in dispute. Cause of dispute between two parties may be of Limited physical resources or authority, time (too little or too much), etc. • It can be helpful to assist/support parties in conflict to appreciate the external forces and constraints/ limitation bearing upon them. Structural conflicts will often have structural solutions. Conflict Stimulation Conflict Resolution

4. Conflict Stimulation techniques Conflict Stimulation: Constructive use of creating or increasing conflict, such as to motivate desired change. Technique of conflict stimulation • Communication • Bringing in outsiders • Restructure the organization • Competition

5. Conflict Stimulation techniques by Communication Manager can manipulate message in such a way that can create / stimulate conflict. Example: Use of ambiguous or threatening message such as • Operation of certain department will be close down.

6. Conflict Stimulation by bring in outsiders In this technique, outsider /employees from outside will be added to a group whose background, values, attitudes or managerial styles differs from those of present member.

7. Conflict Stimulation by restructure in the organization Changing the structure of an organization is an excellent way to create conflict. Introducing altering rules and regulation and increasing further more the interdependency at work create conflict in organization.

8. Competition Creating competition also create conflict especial it is backup by unhealthy competition. Competition also create conflict when organization use or appoint a Devil’s advocate approach.

9. Conflict Resolution Structural technique • Problem solving by meeting • Appealing to superordinate goal • Resource Expansion • Changing the people ( Altering the human variable) • Altering Structure variables

10. Problem solving by meeting It is the process of resolving the conflict where by : • conflicting parties meet face to face • Identifies the problems between 2 parties • And, resolve conflict through open discussion.

11. Appealing to superordinate goal superordinate goals refer to goals that require the cooperation of two or more people or groups to achieve, which usually results in rewards to the groups.

12. Resource Expansion

13. Changing the people ( Altering the human variable)

14. Altering Structure variables This is the technique where by formal organizational structure is change in order to resolve conflict. Alter may be done by: • Job redesign • Transfer • Creating position like • Coordinator • Assistant etc.

15. Interpersonal Conflict Management Approaches Interpersonal conflict at work can interfere with business operations. It is a situation in which an individual or group frustrates, or tries to frustrate, the goal attainment efforts of the other.

16. Conflict Resolution:Thomas-KilmannConflictMode • The model organizes 5 conflict management styles based on two dimensions: • Assertiveness • cooperativeness. • It is also know as 5 conflict Handling model Five conflict Management Style

17. Collaborating – This is where you partner or pair up with the other party to achieve both of your goals. This is how you break free of the “win-lose” paradigm and seek the “win-win.” This can be effective for complex scenarios where you need to find a novel solution. This can also mean re-framing the challenge to create a bigger space and room for everybody’s ideas. The downside is that it requires a high-degree of trust and reaching a consensus can require a lot of time and effort to get everybody on board and to synthesize all the ideas.

18. Avoiding – This is when you simply avoid the issue. You aren’t helping the other party reach their goals, and you aren’t assertively pursuing your own. This works when the issue is trivial or when you have no chance of winning. It can also be effective when the issue would be very costly. It’s also very effective when the atmosphere is emotionally charged and you need to create some space. Sometimes issues will resolve themselves, but “hope is not a strategy”, and, in general, avoiding is not a good long term strategy.

19. Competing – This is the “win-lose” approach. You act in a very assertive way to achieve your goals, without seeking to cooperate with the other party, and it may be at the expense of the other party. This approach may be appropriate for emergencies when time is of the essence, or when you need quick, decisive action, and people are aware of and support the approach.

20. Accommodating – This is when you cooperate to a high-degree, and it may be at your own expense, and actually work against your own goals, objectives, and desired outcomes. This approach is effective when the other party is the expert or has a better solution. It can also be effective for preserving future relations with the other party.

21. Compromising – This is the “lose-lose” scenario where neither party really achieves what they want. This requires a moderate level of assertiveness and cooperation. It may be appropriate for scenarios where you need a temporary solution, or where both sides have equally important goals. The trap is to fall into compromising as an easy way out, when collaborating would produce a better solution.

22. Thomas-KilmannConflictMode Cooperative: involving mutual assistance in working toward a common goal. Assertive : Forceful

23. FiveConflict Handling Model

24. Transition in conflict Thought( Changing Views of Conflict) • Traditional View of Conflict ( from 1930s – 1940s)- The view that all conflict is bad and must be avoided. • Human relations view of conflict ( 1940s – mid 1970s)The view that conflict is a natural and inevitable outcome in any group • Inter-actionist view of conflict ( 1970s – till now )The view that some conflict is necessary for a group to perform effectively.