Conflict

Paras Kaushik, Training Center, Hindalco

Conflicts in
organizations are
Inevitable
Paras Kaushik, Training Center, Hindalco

Objectives

What is a Conflict
Understand why conflict occurs
Explore the impact of conflict
Examine conflict management styles
Identify our personal conflict management styles
Consider the appropriateness of conflict styles
Examine a model for managing the conflict process

Paras Kaushik, Training Center, Hindalco

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

Paras Kaushik, Training Center, Hindalco

Conflict
FUNCTIONAL CONFLICT
serves the organizations interests while
DYSFUNCTIONAL CONFLICT
threatens the organizations interests.

Paras Kaushik, Training Center, Hindalco

Interpersonal Conflict
Exists when two or more people have
incompatible goals and one or both
believe that the behavior of the other
prevents their own goal attainment

Paras Kaushik, Training Center, Hindalco

Why Conflict Occurs

Worker needs/values
Personality
Job assignments
Scarce resources
Job design
Organizational structure
Culture differences
Paras Kaushik, Training Center, Hindalco

Other Persons
Behavior

Persons
Experienced
Frustration

Persons
Conceptualization of
Conflict

The Conflict Process

Conflict
style

Conflict
resolution

Conflict
aftermath
Paras Kaushik, Training Center, Hindalco

Conflict Management Styles

Cooperative

Accommodating

Unassertive

Collaborating

Assertive

Compromising

Avoiding

Competing

Uncooperative

Paras Kaushik, Training Center, Hindalco

Collaborating

Accommodating

Compromising

Avoiding

Competing

Low

Relationship Orientation

High

Conflict Management Styles

Low

Goal Orientation

High
Paras Kaushik, Training Center, Hindalco

Conflict Management Styles

Compromising
Competing
Collaborating
Avoiding
Accommodating
Paras Kaushik, Training Center, Hindalco

Compromising
Point out to the other person that if you both will
make a few concessions, the conflict can be resolved
quickly
Point out that if the disagreement is to be resolved,
some sacrifices must be made by both of you

Paras Kaushik, Training Center, Hindalco

Appropriate when...
Goals are important but not worth the effort or
potential disruption of more assertive modes
Opponents with equal power are committed to
mutually exclusive goals
It is desirable to achieve temporary settlements to
complex issues
Time pressures necessitate expedient solutions
Collaboration or competition is unsuccessful
Paras Kaushik, Training Center, Hindalco

Competing
Pursue your goals regardless of the other persons
concerns
Make the first move, gain control, and maximize
chances of obtaining your demands
Prolong discussion until the other person gives in to
your approach for handling the problem

Paras Kaushik, Training Center, Hindalco

Appropriate when...
Quick, decisive action is vital (e.g., emergencies)
Unpopular actions on important issues must be
implemented (e.g., cost cutting, enforcing unpopular
rules, discipline)
You know you are right regarding issues vital to the
organizations welfare
People will take advantage of noncompetitive
behavior
Paras Kaushik, Training Center, Hindalco

Collaborating
Determine where each of you stands; identify
options available to meet both parties needs
Suggest combining your ideas with the other
persons ideas to make an even more workable idea
Express concern for the differences between you; let
the other person know you want a resolution that
satisfies both of you

Paras Kaushik, Training Center, Hindalco

Appropriate when...
An integrative solution must be found because both
sets of concerns are too important to be
compromised
Your objective is to learn
Insights from people with different perspectives
should be merged
Commitment can be gained by incorporating
concerns into a consensus
It is desirable to work through feelings that have
interfered with a relationship

Paras Kaushik, Training Center, Hindalco

Avoiding
Downplay the seriousness of the problem: Lets
not waste time with the matter.
Tell the other person that the problem does not
concern you
Explain that there is no point in trying to resolve a
conflict between two people with such basically
different personalities

Paras Kaushik, Training Center, Hindalco

Appropriate when...
An issue is trivial or more important issues are
pressing
You perceive no chance of satisfying your concerns
Potential disruption outweighs the benefits of
resolution
People must cool down to regain perspective
Gathering information supersedes immediate
decision
Others can resolve the conflict more effectively
Issues seem tangential or symptomatic of other
issues
Paras Kaushik, Training Center, Hindalco

Accommodating
Offer to handle the problem any way the other
person wants
Go along with whatever the other person requests,
rather than get into the difficulties of direct
confrontation

Paras Kaushik, Training Center, Hindalco

Appropriate when...

You find you are wrong

You wish to allow a better position to be heard
You wish to learn
You wish to show your reasonableness
Issues are more important to others than to you
You wish to satisfy others
You need to maintain cooperation
It is desirable to build social credits for later issues
You are outmatched and losing (minimizes loss)
It is desirable to allow others to develop by learning from
mistakes

Paras Kaushik, Training Center, Hindalco

Self Assessment
An exercise

Paras Kaushik, Training Center, Hindalco

 Place yourself on a ten-point continuum

1

10

In doing this self-assessment ask and rate

yourself on
Have I walked away from more than one
conflict in the last month and prefer to let
outcomes unfold?
Do I clearly express my thoughts and
perceptions?
Do I demand or insist on my desired solution?
Paras Kaushik, Training Center, Hindalco

What is your total score?

3

>10 Passive

12

15

18

11-20 Assertive

21

24

26

30

21- 30 Aggressive

Now rate your listening skills?

Listening not Hearing!!!
Do you seek clarification first?
What is this person saying, do you really understand what he or she means?
What do your loved ones or close friends say about your listening skills?
Do you receive positive or negative feedback from your partners and peers?
Paras Kaushik, Training Center, Hindalco

When Conflict occurs

Listen to the issues and emotions.
Try to understand each persons position and
experience.
Resist the temptation to tell people what to do
(aggressive).
Ask questions to clarify perceptions and uncover
misperceptions.

Many conflicts are often misunderstandings and can be

resolved through patient discourse.
Ask questions to clarify perceptions and uncover
misperceptions.
Paras Kaushik, Training Center, Hindalco

When conflicts become substantive

Follow the preceding first steps.
Your coworkers experience being heard and
acknowledged
This will increase their flexibility in seeking resolution.
Access your listening skills and aspire to be
an assertive,
pro-active leader working toward healthy problem
solving.

Negotiation and compromise grow out of good

listening,self-reflection and the commitment to
communication and successful outcome.
Paras Kaushik, Training Center, Hindalco

Viewing conflicts as learning

opportunities will build
teamwork and improve
communication.
Paras Kaushik, Training Center, Hindalco

Fair Fighting
The mantras for winning

Paras Kaushik, Training Center, Hindalco

No hitting below the belt

...purposely calling attention
to known weaknesses or
sensitive areas.
Paras Kaushik, Training Center, Hindalco

No false agreements
...pretending to go along or
to agree when you don't.

Paras Kaushik, Training Center, Hindalco

No character analysis or
psycho-analyzing
...telling a person what
they are thinking, feeling,
or why they acted as they
did.
Paras Kaushik, Training Center, Hindalco

No stereotyping
...labeling or name calling.

Paras Kaushik, Training Center, Hindalco

No gunny sacking
...saving up minor
grievances and dumping
them all at once rather than
dealing with them one at a
time as they occur.
Paras Kaushik, Training Center, Hindalco

No playing archaeologist
...digging up past
happenings.

Paras Kaushik, Training Center, Hindalco

Don't generalize
...using statements such as
"You always ..." or "You
never ..." to describe a
person's behavior.
Paras Kaushik, Training Center, Hindalco

Stick to the issue

...dealing with only one issue
at a time.
Paras Kaushik, Training Center, Hindalco

Don't drop "the bomb"

...over-reacting to a situation
and making idle threats;
giving an ultimatum.
Paras Kaushik, Training Center, Hindalco

Avoid "round robin" fights

...continuing with repetitive,
stale arguments where no
progress is being made
toward conflict resolution
Paras Kaushik, Training Center, Hindalco