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CONFLICT MANAGEMENT
Research indicates that Managers spend 21% of their time dealing with conflicts.
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a dysfunctional outcome resulting from poor communication, lack of openness and trust among people
Interactionist View:
This approach encourages conflict. No conflict is indicative of a group being static, apathetic and non-
responsive to the needs for change and innovation. self-critical and creative
CAUSES OF CONFLICT
Clash of interests Poor Communication Power Seeking by Individuals Lack of Openness Weak Leadership Needs and Wants not being met Clash between Individuals on Objectives Personality Clashes
Destructive Conflict
When it hinders Group/Team Performance:
It takes attention away from important activities and
goals to be achieved
Undermines morale or self-concept of members
and cohesiveness
Leads to Irresponsible & Harmful Behaviour
Constructive Conflict
When it adds value & contributes to Group/Team Performance:
Improves the Quality of Decisions
others
Provides a medium for airing different views and
TYPES OF CONFLICT
TASK CONFLICT Relates to Content & Goals of the Work. Low to moderate levels of task conflict is functional. PROCESS CONFLICT Relates to How the work should be done. Low levels of Process Conflict is functional. RELATIONSHIP CONFLICT Relates to Interpersonal Relationships Almost always dysfunctional as it increases personality clashes and decreases mutual understanding.
COMPROMISING
AVOIDING
ACCOMMODATIING
High Assertiveness & Low Cooperativeness Goal is to Win Power-oriented, Win/Lose situation Adopted when quick decision is to be made and in case of emergency
Accommodating: Low Assertiveness & High Cooperativeness Goal is to Yield Lose/Win situation Self-Sacrificing Attitude. Adopted when you find yourself weak
Compromising:
Moderate Assertiveness & Moderate Cooperativeness
Goal is to find a middle ground Goals moderately important Adopted when Temporary solution is needed
COLLABORATING
High Assertiveness & High Cooperativeness
needed
Suitable when a long-term solution/relationship is
important
Intrapersonal Conflict
Occurs within an individual Is generally in relation to a goal May be at the cognitive or affective
level
alternatives which are expected to give a positive outcome (eg. a choice between two equally attractive jobs.)
2. Avoidance-Avoidance Conflict
Individual must choose between two or more
3. Approach-Avoidance Conflict
Decide on whether to do something which is expected to
have both positive and negative outcomes (good job in a bad location).
scarcity of resources.
4. Smoothing: Playing down differences while emphasising
7. Altering Structural Variables: Changing the formal organisation structure and interaction patterns of conflicting parties through job re-design, transfers, creation of coordinating positions.
joint exploration
Convince by providing additional information/data
1. 2. 3. 4.
Understand Expectations Have a Healthy Dialogue Stay Positive Be Professional: Focus on Issues and not on nature or behavior Change Yourself
Source: Economic Times, 25 May, 2002
5.