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Conflict Management

Conflict Management. Dr S.M. Israr Aga Khan University Karachi, Pakistan.

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Conflict Management

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  1. Conflict Management Dr S.M. Israr Aga Khan University Karachi, Pakistan

  2. Learning Objectives1. To define “conflict”2. To understand the importance of utilizing appropriate personnel management skill to deal with conflicts3. To review typical conflicts one is involved, and possible methods generally used4. To become familiar with necessary skills in resolving conflicts

  3. Fatima, the Typist Samina, Razia and Fatima are typists/secretaries in your organization. Samina is from Karachi, Razia from Rawalpindi and Fatima from a rural village in Khairpur. Their average typing speed during last three months has been: Samina (60), Razia (50) and Fatima (30) What do you think of Fatima’s performance? (Write your ranking using the scale from 1-5)

  4. Fatima, the Typist (Cont’d) Samina and Razia had other jobs before joining your organization. This is fatima’s first job. She joined three months ago What do you think of Fatima’s performance?

  5. Fatima, the Typist (Cont’d) While Samina and Razia have new imported typewriters, Fatima has an old one which “jumps” frequently. What do you think of Fatima’s performance?

  6. Fatima, the Typist (Cont’d) Most of Samina’s and Razia’s work is straight typing of reports yet they have a considerable number of errors. Fatima on the other hand is usually given heavy statistical data and her work is practically errorless. What do you think of Fatima’s performance?

  7. What is conflict? • A battle, contest or opposing forces existing between primitive desires and moral, religious or ethical ideas ( Webster’s Dictionary) • A state of incompatibility of ideas between two or more parties or individuals • Conflict management is the practice of identifying and handling conflict in a sensible, fair and efficient manner

  8. Types of conflict • Inter-personal and intra-personal • Inter-group and intra-group • Competitive and Disruptive

  9. Conflict Process Antecedent conditions Perceived conflict Felt Conflict Manifest behavior Conflict Resolution Or Suppression Resolution aftermath

  10. Antecedent Conditions • Scarce Resources • Conflicting attitude • Ambiguous jurisdiction • Communication barriers • Need for consensus • Unresolved prior conflicts • Knowledge of self and others

  11. How to create conflict? • Not being a role model • Take credit, no recognition • Be judgmental • Send written messages • Subordinate should come to see me • Make yourself inaccessible to your team • Individual Vs team approach • Telling them? Consulting them? Or deciding with them? • Come tomorrow • Introduce change without consultation or discussion

  12. General causes of conflicts • Poorly defined goals • Divergent personal values • Lack of cooperation/trust • Competition of scarce resources • Unclear roles/lack of job description

  13. Effects of conflict in organizations • Stress • Absenteeism • Staff turnover • De-motivation • Non-productivity

  14. Now………. Individual Exercise

  15. Conflict Table I win I lose You win You lose

  16. Methods to deal with conflicts • Competition (win-lose situation) • Accommodation(win-win situation) • Avoidance(lose-lose situation) • Compromise(lose-lose situation) • Collaboration(win-win situation)

  17. Steps to resolve conflicts • Assure privacy • Empathize than sympathize • Listen actively • Maintain equity • Focus on issue, not on personality • Avoid blame • Identify key theme • Re-state key theme frequently • Encourage feedback • Identify alternate solutions • Give your positive feedback • Agree on an action plan

  18. How to prevent conflicts • Frequent meeting of your team • Allow your team to express openly • Sharing objectives • Having a clear and detailed job description • Distributing task fairly • Never criticize team members publicly • Always be fair and just with your team • Being a role model

  19. Case Study Now work in a group

  20. Conclusion Conflict is unavoidable • Complexity of organizational relationship • Interaction among workers • Dependence of workers on one another

  21. Conclusion (Cont’d) • Conflict is a healthy sign not a negative process • It reflects dynamics

  22. Conclusion (Cont’d) • Poorly managed conflicts • Unfavorable with counter productive results • Problems and negative attitude • Well managed conflicts • Stimulate competition • Identify legitimate differences • Powerful source of motivation

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