Conflict and Its Management. State Institute of Health and Family Welfare, y Jaipur

Transcription

1 Conflict and Its Management State Institute of Health and Family Welfare, y Jaipur

2 There is no way to work with people p on conflict free basis SIHFW: an ISO 9001: 2008 Certified Institution 2

3 Conflict? Conflict is when two or more values, perspectives and opinions are contradictory in nature and haven't been aligned or agreed about yet. when two or more people have differences in ideas/views and are not ready to understand or accept each others ideas/views SIHFW: an ISO 9001: 2008 Certified Institution 3

4 Why Better Conflict Management Skills? The results of poorly managed conflict are potentially serious Over time, suppressed angry feelings ferment and get bigger Resentment grows and eventually may cause of relationship breakdown Carrying anger and resentment hinders personal growth & cause physical and mental illness in long term SIHFW: an ISO 9001: 2008 Certified Institution 4

5 Levels of Conflict Macro Organizational Inter Group Intra group Inter Personal Intra Personal Micro SIHFW: an ISO 9001: 2008 Certified Institution 5

6 Intrapersonal Conflict Frustration Goals Roles SIHFW: an ISO 9001: 2008 Certified Institution 6

7 Frustration Need Drive Goal Frustration Barrier Defense Mechanism (Aggression, Withdrawal, Fixation, Compromise) SIHFW: an ISO 9001: 2008 Certified Institution 7

8 Goal Conflict Role Conflict Approach Approach Conflict Approach Avoidance Conflict Avoidance Avoidance Conflict Role Ambiguity Role- Overload SIHFW: an ISO 9001: 2008 Certified Institution 8

9 Role Conflict It is the simultaneous occurrence of two or more role sending s such that compliance with one would make more difficult compliance with the other. SIHFW: an ISO 9001: 2008 Certified Institution 9

10 Role Ambiguity and Overload Role ambiguity is the uncertainty about the way one s work is evaluated by superior, about scope of responsibility, opportunities for advancement and expectations of others for job performance. Role overload the incumbent has too many tasks to perform. SIHFW: an ISO 9001: 2008 Certified Institution 10

11 Inter-personal Conflict Disagreements over substantive issues i.e. policies and practices. Antagonisms (more personal and emotional differences that arise between independent human beings). SIHFW: an ISO 9001: 2008 Certified Institution 11

12 Inter-personal Conflict Sources Personal difference Information Deficiency Role incompatibly Environmental Stress Interpersonal conflict is unavoidable, but we can learn to manage it. SIHFW: an ISO 9001: 2008 Certified Institution 12

13 Nature Conflict is a natural phenomenon, neither inherently good or bad, but there may be positive or negative outcomes. SIHFW: an ISO 9001: 2008 Certified Institution 13

14 Response to conflict: Responses to Conflicting Situations Fight Run away Feeling of being unsafe Silence Violence SIHFW an ISO 9001:2008 certified Institution 14

15 Conflict in Organizational Set-up Task Conflict Conflicts over content and goals of the work. Relationship Conflict Conflict based on interpersonal relationships. Process Conflict Conflict over how work gets done. SIHFW an ISO 9001:2008 certified Institution 15

16 Areas of Conflict Relationship Miscommunication Strong emotions Stereotyping Repetitive negative behavior Values Upbringing Ideology Views SIHFW: an ISO 9001: 2008 Certified Institution 16

17 Areas of Conflict cont. Interest Competition Procedure Psychological Structure Authority Resource control Time constraint SIHFW: an ISO 9001: 2008 Certified Institution 17

18 Areas of Conflict cont. Data No Communication Miscommunication Different views Different interpretations SIHFW: an ISO 9001: 2008 Certified Institution 18

19 Conflict General perceptions of conflict as negative: Anger Disagreement Hostility Threat Anxiety Competition Tension Violence Destruction Pain War 19 SIHFW: an ISO 9001: 2008 Certified Institution 19

20 Conflict Potential ti Productive outcomes of Conflict: Clarifying Learning Stimulating Intimate Courageous Strengthening Creative Helpful Enriching Caring Opportunity Inclusive SIHFW: an ISO 9001: 2008 Certified Institution 20

21 Conflict is Often Needed To raise and address problems. Energizes work to be on the most appropriate issues. Help people "be real", for example, it motivates them to participate. Learn how to recognize and benefit from their differences. Conflict is not the same as discomfort. The conflict isn't the problem - poorly managed conflict is the problem SIHFW: an ISO 9001: 2008 Certified Institution 21

22 Conflict is a problem when it: Hampers productivity Lowers morale Causes more and continued conflicts Causes inappropriate p behaviors SIHFW: an ISO 9001: 2008 Certified Institution 22

23 How Conflict Starts Poor communication Seeking power Dissatisfaction with management style Weak leadership Lack of openness & participation Change in leadership SIHFW: an ISO 9001: 2008 Certified Institution 23

24 Conflict Indicators Body language g Disagreements, regardless of issue Withholding Good/ bad news Surprises Strong public statements Airing disagreements through media Desire for power Increasing lack of respect Open disagreement SIHFW: an ISO 9001: 2008 Certified Institution 24

25 The Conflict Process Stage I: Potential Opposition or Incompatibility Antecedent conditions Communication Structure Personal structure Stage II: Cognition and Personalization Perceived Conflict Felt Conflict Stage III: Intentions Conflict Handling Intentions Competing Collaborating Compromising Avoiding Stage IV: Behavior Overt Conflict Party s Behavior Other s Reaction Stage V: Outcomes Increased Group performance Decreased Group performance Accommodating SIHFW: an ISO 9001: 2008 Certified Institution 25

26 Stage I: Potential Opposition or Communication Incompatibility Semantic difficulties, misunderstandings, noise Personal Variables Differing individual value systems Personality types SIHFW: an ISO 9001: 2008 Certified Institution 26

27 Stage I: Potential Opposition or Structure Incompatibility cont.. Size and specialization of jobs Jurisdictional clarity/ambiguity Member/goal incompatibility Leadership styles (close or participative) Reward systems (win-lose) Dependence/interdependence of groups SIHFW: an ISO 9001: 2008 Certified Institution 27

28 Stage II: Cognition and Perceived Conflict Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise. Personalization Felt Conflict Emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility. Conflict Definition Negative Emotions Positive Feelings SIHFW: an ISO 9001: 2008 Certified Institution 28

29 Stage III: Intentions Cooperativeness: Attempting ti to satisfy the other party s concerns. Assertiveness: Attempting to satisfy one s own concerns. SIHFW: an ISO 9001: 2008 Certified Institution 29

30 Five modes of Conflict Management Coo operatio on Accommodating Collaborating Compromising Avoiding Competing Assertiveness SIHFW: an ISO 9001: 2008 Certified Institution 30

31 Collaborating A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties. Accommodating The willingness of one party in a conflict to place the opponent s interests above his or her own. Compromising A situation in which each party to a conflict is willing to give up something. SIHFW: an ISO 9001: 2008 Certified Institution 31

32 Avoiding The desire to withdraw from or suppress a conflict Competing A desire to satisfy one s interests, regardless of the impact on the other party to the conflict. 32 SIHFW: an ISO 9001: 2008 Certified Institution 32

33 Stage IV: Behavior Conflict Management The use of resolution and stimulation techniques to achieve the desired level of conflict. SIHFW: an ISO 9001: 2008 Certified Institution 33

34 Stage V: Outcomes Functional Outcomes from Conflict Increased group performance Improved quality of decisions i Stimulation of creativity and innovation Encouragement of interest and curiosity Provision i of a medium for problem-solving l Creation of an environment for selfevaluation and change SIHFW: an ISO 9001: 2008 Certified Institution 34

35 Dysfunctional Outcomes from Conflict Development of discontent Reduced group effectiveness Retarded communication Reduced group cohesiveness Infighting among group members overcomes group goals SIHFW: an ISO 9001: 2008 Certified Institution 35

36 Functional Versus Dysfunctional Conflict Functional Conflict supports the goals of the group and improves its performance Dysfunctional Conflict hinders group performance. SIHFW: an ISO 9001: 2008 Certified Institution 36

37 Conflict Resolution Managing conflict in a dysfunctional way is a learned behavior and can be changed. SIHFW: an ISO 9001: 2008 Certified Institution 37

38 Conflict Resolution How do/did we learn our own styles of conflict management? Role Models? Family Celebrity Teachers/mentors/coaches Media examples/role models SIHFW: an ISO 9001: 2008 Certified Institution 38

39 Conflict Resolution Person employs more than one style, depending on the situation, but usually one style dominates. Certain styles may be appropriate for certain situations. SIHFW: an ISO 9001: 2008 Certified Institution 39

40 Conflict Resolution Managing conflict constructively depends on clear, open and honest communication SIHFW: an ISO 9001: 2008 Certified Institution 40

41 Elements of Communication Source - Person that begins or initiates message Message - Information or the meaning Channel - Medium through which message is transmitted Receiver - Person who is targeted for the message Feedback how the receiver has taken the message SIHFW: an ISO 9001: 2008 Certified Institution 41

42 Elements of Message Meaning 93% of the meaning of a message comes from nonverbal sources! SIHFW: an ISO 9001: 2008 Certified Institution 42

43 Conflict Resolution Skills Getting the facts Active/Reflective listening Defusing/managing anger Empathy skills Cognitive restructuring Negotiating outcomes SIHFW: an ISO 9001: 2008 Certified Institution 43

44 Conflict Resolution Process Find a good time and place to talk. Discuss the problem - Clarify issues Get all the facts Use active (aka reflective) listening Use I messages Focus on the problem, not the person Avoid communication blockers SIHFW: an ISO 9001: 2008 Certified Institution 44

45 Conflict Resolution Process Step 1: Generate a variety of options; brainstorm Step 2: Choose a solution that works for everybody Step 3: Try the solution. If it doesn t work, go back to step one and renegotiate. SIHFW: an ISO 9001: 2008 Certified Institution 45

46 Roadblocks to Resolving Conflict Clashing Egos - Styles Of Conflicts Name calling Sarcasm/Ridicule Insulting Threatening Blaming Inflexibility Defensive body posturing/language SIHFW: an ISO 9001: 2008 Certified Institution 46

47 Conflict Management Strategies Management by objective and role definition and job description TA T.A Ego States Transactions Life positions Strokes Games people play SIHFW: an ISO 9001: 2008 Certified Institution 47

48 The Johari Window The Johari Window is a communication model that can be used to improve understanding between individuals. Developed by Joseph Luft and Harry Ingham (the word Johari comes from Joseph Luft and Harry Ingham). SIHFW: an ISO 9001: 2008 Certified Institution 48

49 Johari Window Self Known Unknown Known public blind Ot thers Unkn nown hidden potential SIHFW: an ISO 9001: 2008 Certified Institution 49

50 Johari Window Known by Self Ask Unknown by Self Known by Others Tell Unknown by Others Public Area Feedback Shared Discovery Blind Area Hidden Area by Others.Unknown Self- Disclosure Self- Discovery Potential Area SIHFW: an ISO 9001: 2008 Certified Institution 50

51 Thank You For more details log on to Or contact: Director-SIHFW on SIHFW: an ISO 9001: 2008 Certified Institution 51