Introduction:

Conflict is at the root of many leaders best ideas, as well as at the

core of their worst failures.
When it is handled poorly it can cost organizations heavily in terms of
wasted management time, turnover, lawsuits, andin extreme cases
violence and sabotage.
When it is addressed effectively, it can stimulate creativity and lead to
better decision making.

Objective:

Appreciate the importance of developing your skills in conflict

competence
Define the basic dynamics of conflict
Understand strategies to more effectively engage in conflict
Identify the personal triggers and hot buttons.

Methodology:

Primary Data
: Direct Interviews with executives
Secondary Data:
Becoming a Conflict Competent Leader (By Craig Runde
and Tim Flanagan)
Developing Your Conflict Competence (By Craig Runde and
Tim Flanagan)

Conflict:

The process in which one party perceives that its interests are being
opposed or negatively affected by another party.
The process in which one party perceives that its interests are being
opposed or negatively affected by another party.

Types of Conflict:
Cognitive:

Focused on tasks and problem solving

Seemingly incompatible different of ideas
Arguments can be spirited, but the emotional tone remains neutral or
even positive
Can lead to creativity, energy, higher productivity and strengthened
relationships

Affective:

Blaming people or providing the other person is wrong

People feel threatened, typically associated with negative emotional
tone and ongoing tension
Can lead to poorer morale, bad decision-making and destroyed
relationship.

Conflict Competence:
The ability to develop and use cognitive, emotional and behavioral skills that
enhance productivity outcomes of conflict while reducing the likelihood of
escalation or harm

Managing Conflict Effectively

After analyzing the processes that lead to ineffective conflict management,
we recommend leaders use a phased approach that emphasizes cooling
down, slowing down, and engaging constructively.

Cooling Down: Cooling down focuses on staying balanced so that

emotions that trigger destructive behaviors do not get out of hand.

Slowing Down: Slowing down provides time to apply a backup plan

for when things begin to spin out of control.

Engaging Constructively: Engaging constructively moves conflict

toward a search for solutions and away from an exercise in blame.

Findings:
The four key behaviors that can make a positive difference in resolving
conflict
The first iscalled perspective taking,
A second behavior involves expressing emotions.
The third behavior concerns reaching out..
The final behavior leads to creating solutions.
Recommendation:

Leaders must be able to self-diagnose and have a high degree of self

awareness in order to handle personal conflict effectively.
Leaders must be an expert observer of others so evidence of conflict
can be spotted early.
Leaders must be able and willing to intervence in the discussion of
coach and influence those who are in the conflict
.Leaders should have ultimate goal to build organizational conflict
competence, where all team members are self monitoring and conflict
is viewed for its strategic value.

Conclusion
Personal conflict competence is an essential individual skill for leaders, but to
gain the full benefit of it, they need to expand the use of these skills across
their organizations.
Leaders must work to change the conflict climate in their organization. This
includes making sure that the organizations vision, mission, policies,
procedures, performance measures, and reward criteria are in alignment with
constructive conflict responses.
When leaders show the way and champion conflict competence in their
organizations, they not only serve as effective risk managers but also ensure
that they can get the best kind of creativity and decision making that conflict
can stimulate.