Strategies of Resolving Commonly Experienced Conflicts
0 likes54,223 views
The document discusses various aspects of conflict and its management, defining conflict as an expressed struggle among interdependent parties with incompatible goals. It outlines types of conflicts (intrapersonal, interpersonal, intergroup, organizational) and strategies for resolution, which include collaboration, compromising, avoiding, accommodating, and competing. The author emphasizes the importance of understanding conflict dynamics and employing effective management strategies to foster constructive outcomes.
Strategies of Resolving Commonly Experienced Conflicts
- 1. Exploring Possible Strategies of Resolving Commonly Experienced Conflicts SUBMITTED BY: DEEPANSHU KUMAR YADAV B.Sc. B.Ed. (CBZ) 6th SEMESTER ROLL NO.: 13 Sub: Gender issues & Peace Edu.
- 2. CONFLICT ? 01 TYPES OF CONFLICT 02 CONFLICT MANAGEMENT 03 CONFLICT RESOLUTION STRATEGIES 04
- 3. CONFLICT ? Conflict can be defined as an expressed struggle between at least interdependent parties, who perceive that incompatible goals, scare resources, or interference from others are preventing them from achieving their goals.
- 4. GENERAL CAUSES OF CONFLICTS Lack of team work Scarcity of resources (finance, equipment, facilities, etc) Different attitudes, values or perceptions. Disagreements about needs, goals, priorities and interests Poor communication 01 02 03 04 05 06 Poor or inadequate organizational structure 07 Lack of clarity in roles and responsibilities
- 6. Intrapersonal Conflict An intrapersonal conflict occurs within an individual in situations in which he or she must choose between two alternatives
- 7. Interpersonal Conflict conflict between two or more individuals. The person experiencing this conflict may experience opposition in upward, downward, horizontal, or diagonal communication
- 8. Intergroup Conflict Disagreements or differences between the members of two or more groups or their representatives over authority, territory, and resources.
- 9. Intergroup Conflict State of discord caused by the actual or perceived opposition of needs, values and interests between people working together. There is also conflict within individuals – between competing needs and demands – to which individuals respond in different ways.
- 10. PROCESS OF CONFLICT 10 1 3 5 6 4 2 Latent conflict Felt conflict Conflict resolution / Management Perceived conflict Manifest conflict Conflict aftermath
- 11. EFFECTS OF CONFLICT IN ORGANIZATION ▪ Improves decision quality ▪ Stimulates creativity ▪ Encourage interest Constructive Effect ▪ Stress ▪ Absenteeism ▪ Staff turnover ▪ De-motivation ▪ Non-productivity Destructive Effect
- 12. Outcomes of Conflict Filley in 1975 , identified 3 outcomes of conflicts One obtains his/her desired ends and other fails to do so. There is no winner These are more desirable as both are satisfied Win - Lose Lose - Lose Win - Win
- 13. Conflict Management ❑ Identify the boundaries of the conflict, the areas of agreement and disagreement, and the extent of each person's aims. ❑ Understand the factors that limit the possibilities of managing the conflict constructively. ❑ Be aware of whether more than one issue is involved. ❑ Be open to the ideas, feelings, and attitudes expressed by the people involved. ❑ Be willing to accept outside help to mediate the conflict.
- 14. Handling Conflict Situations Implement the decision Choose the strategy that will produce the best result Consider alternative strategies for conflict management Analyse the causes of the conflict Evaluate the decision Determine the person/ group, where there is a conflict
- 15. Conflict Management Strategies Framework of Conflict Management ▪ Separate the contending parties ▪ Suppress the conflict ▪ Restrict or isolate the conflict ▪ Smooth it over or finesse it through an organizational change ▪ Avoid the conflict to diminish the destructive effects . Defensive 01 With a compromise each party wins something and loses something Compromise 02 ▪ Initiate a discussion, timed sensitively and held in an environment conducive to private discussion ▪ Respect individual differences ▪ Be empathic with all involved parties Creative problem – Solving Mode 03
- 16. Conflict Handling Intentions Blake and Moutons five styles of handling interpersonal conflict are forcing, withdrawing, smoothing, sharing, and problem solving. Building on Blake and Mouton’s model, Thomas reported that conflict has two dimensions, They are as follows: 1.Assertiveness (satisfying one’s own concerns) 2.Cooperativeness (attempting to satisfy another’s concerns)
- 17. CONFLICT-RESOLUTION STRATEGIES A fair proportion of a leader's or manager's time is spent on handling conflict
- 18. Accommodating Involves one party acquiescing, giving the opposing party exactl y what it needs to resolve the problem. accommodating can be an appropriate resolution to conflict. For example, if your opinion on the matter is not very strong, it is often easier to comply. This method allows you the chance to resolve a problem in the short term while working toward a long-term solution.
- 19. Avoiding This is the strategy of avoiding conflict at all costs. Some peo ple never acknowledge that a conflict exists. There are situations in which avoiding conflict can be an appropriate response, such as when there is no clear solution or a frustrated party needs time to calm down before confrontation. However, avoidance can require more effort than merely facing the problem and can cause friction between the disagreeing parties.
- 20. Compromising Also known as reconciling, c ompromising seeks a mutual agreement to settle a dispute Both parties willingly forfeit some of their conditions in the interest of reaching an agreement. This can be a quick way to resolve a conflict without it becoming a bigger issue. Compromise can also be used as a temporary method to avoid conflict until the parties involved can implement a more permanent solution.
- 21. Collaborating involves working with the other party to find a mutually agreea ble solution to a problem. For example, a salesperson and client may work together to negotiate contract terms until both parties find it agreeable.
- 22. Competing Competing is an uncooperative , overly assertive method used by people who insist on winnin g the dispute at all costs This method is not often identified as bringing satisfactory resolutions, as it doesn’t allow for collaborative problem-solving.
- 23. Withholding / Withdrawing In this avoidance strategy, one party opts out of participation. They remove the mselves from the situation. This does not resolve the conflict. However, this strategy does give individuals a chance to calm
- 24. Confronting This technique is called asserti ve problem solving and is focu sed on the issues. Individuals speak for themselves, but in a way that decreases defensiveness and allows another person to hear the message. It is a staple of conflict management but requires courage
- 25. Forcing This technique is a dominance move and an arbitrary way to manage conflict. An issue may be forced on the table by issuing orders or by putting it to a majority-rules vote. The hallmark phrase is "Let's vote on it." Forcing is an all-out power strategy to win while the other party loses.
- 26. Bargaining & Negotiating These strategies are attempt s to divide the rewards, power , or benefits so that everyone gets something. They involve both parties in a back-and-forth effort at some level of agreement. The process may be formal or informal.
- 27. Problem Solving This strategy's goal is to try to find an acceptable, workable solution for all parties. It is de signed to generate feelings of gain by all parties. The problem-solving process is employed to reach a mutually agreeable solution to the conflict. .
- 28. Competing Conflict Resolution Collaborating Avoiding Accommodating More Assertive Less Assertive Less Cooperative More Cooperative COOPERATIVENESS ASSERTIVENESS Compromising
- 29. Consensus Consensus is always an appropriate goal in resolving conflicts and in negotiation. Consensus means that negotiating parties are able to reach an agreement that all parties can support, even though it does not represent everyone's first priorities (Rowland & Rowland, 1997). Consensus decision making does not provide complete satisfaction for everyone involved in the negotiation, as an initially unanimous decision would, but it does indicate willingness by all parties to accept the agreed-upon conditions.
- 30. REFERENCES ❑ https://www.indeed.com/career-advice/career-development/conflict-resolution- strategies ❑ https://www.yourarticlelibrary.com/management/lecture-notes-on-conflict- management/45008 ❑ https://www.thebalancecareers.com/conflict-resolutions-skills-2063739 ❑ https://www.mindtools.com/pages/article/newLDR_81.htm ❑ https://www.google.co.in/imghp?hl=en&authuser=0&ogbl
- 31. Thank You -by DEEPANSHU KUMAR YADAV B.Sc. B.Ed. (CBZ) 6th SEMESTER ROLL NO.: 13