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A
 PRESENTATION
 ON
 CONFLICT MANAGEMENT



                                 Presented by :-
Present for :-
Ms. Neha Rathi                  Mehul Rasadiya




(K.K.Parekh Inst. of Mgt. Studies- Amreli)
WHAT IS CONFLICT?


   Conflict is any situation in which two or more
   parties feel themselves in opposition . It is an
   interpersonal process that arises from
   disagreements over the goals or the methods to
   accomplish those goals
                              Newstrom and Davis
CAUSES OF CONFLICT

  1.   Security

  2.   Inability to control self and others

  3.   Respect between parties

  4.   Limited resources

  5.   Frustrations
TYPES OF CONFLICT
  Internal   Conflict
     Which is a disturbance that rages within a
  single individual.

  Interpersonal   Conflict
     Which is a disturbance that exists between
  two or more individuals or groups.
CONT…………
 Intrasender   Conflict
     Originate in the        sender   who   gives
 conflicting instructions.
 Intersender   Conflict
         Arises when a person receives
 conflicting message from one or more sources.
 Interrole   Conflict
     Occurs when a person belongs to more
 than one group.
CONT………..
 Person-   role
     Result of a discrepancies between internal
 and external role.
 Interperson

      Between people whose position require
 interaction with other persons who fill various
 roles in the same Organization or other
 Organization.
CONT………….
 Intragroup

     Occurs when a group faces new problem
 ,when new values are imposed on the group
 from outside.
 Intergroup

    when two groups have different goals and
 can only achieve their goals at the other’s
 expense.
CONT……….
  Role Ambiguity

     Condition where an individual do not
  know what is expected of them.
  Role   Overload
      individuals cannot meet the expectations
  placed on them.
STAGES OF CONFLICT
  1.   Latent Conflict
           It           exist             whenever
       individual, groups, organization, or nations
       have differences that bother one or the
       other but those difference are not great
       enough to causes one side to act to alter the
       situation.
  2.   Perceived Conflict
       indicates cognitive awareness of stressful
       situation
CONT………..
  3.   Felt Conflict
       Presence of affective states such as
       stress, tensions, anxiety, anger, hostility.
          Organization. Groups, or individuals
       become more internally cohesive.
  4.   Manifest Conflict
       At this stage the conflicting parties are
        actively engaging in conflict behavior .
STRATEGIES OF CONFLICT
RESOLUTION
COLLABORATING

 Cooperating with the other party to understand their
concerns and expressing your own concerns in an effort to
find a mutually and completely satisfactory solution.
Fundamental premise :: Teamwork and cooperation help
everyone achieve goals while also maintaining
relationships.
Strategic philosophy :: The process of working through
differences will lead to creative solution that will satisfy
both parties concerns.
WHEN TO USE COLLABORATING

 When   there is a high level of trust.

 When   you don’t want to have full responsibility.

 When   you want others to also have ownership of
 solution.

 When   you need to work through animosity and
 hard feelings.
DRAWBACKS OF COLLABORATING

 The   process takes lots of time and energy.

 Some   may take advantage of other people’s
 trust and openness.
COMPROMISING
 Attempting      to resolve a conflict by identifying a solution
that is partially satisfactory to both parties, but
completely satisfactory to neither.
Fundamental premise :: winning something while losing a little .
Strategic philosophy :: Both ends are placed against the middle
in an attempt to serve the common good while ensuring
each person can maintain something of their original
position .
WHEN TO USE COMPROMISING
  When   people of equal status are equally
  committed to goal.

  When   goal are moderately important.

  When    time can be saved by reaching
  intermediate settlements on individual parts of
  complex issues.
DRAWBACKS OF COMPROMISING

  May   not work if initial demands are too great.

  Important   values and long-term objective can
  be derailed in the process.
ACCOMMODATING

Allowing the other party to satisfy their concern while
neglecting your own.

Strategic   philosophy  Appease others by downplaying
                         ::
conflict, thus protecting the relationship.
WHEN TO USE ACCOMMODATING

  When   you realize you are wrong.

  When   you know you can’t win.

  When   you are willing to let others learn by
  mistake .

  When    it is not right time and you would
  prefer to simply built credit for the future.
DRAWBACKS OF ACCOMMODATING

  One’s   own ideas don’t get attention.

  Credibility   and influence can be lost.
COMPETING
Using formal authority or other power that you possess
satisfy your concern without regard to the concerns of the
party that you are in conflict with.

                  When goals are extremely important
Strategic philosophy ::
, one must sometimes use power to win.
WHEN TO USE COMPETING

  When     you know you are right.

  When     time is short and quick decision is
  needed.

  When     you need to stand up for your right.
DRAWBACKS OF COMPETING

   Can   escalate conflict.

   Loser   may retaliate.
AVOIDING

Not paying attention to the conflict and not taking any
action to resolve it.

Strategic   philosophy Avoids conflict by withdrawing
                         ::
, sidestepping, or postponing.
WHEN TO USE AVOIDING
  When    the conflict is small and relationships
  are at stake.

  When   more important issues are pressing.

  When   you have no power.

  When    you are too emotionally involved and
  others around you can solve the conflict more
  successfully.

  When   more information is needed.
DRAWBACKS OF AVOIDING


  Important   decision may be made by default.

  Postponing   may make matters worse.
Stages of Conflict Resolution



                    Define conflict


                    Examine possible
                    solution



                    Test solution




Out     Accept      Evaluate           Reject
        Solution    Solution           Solution
Conflict management

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Conflict management

  • 1. A PRESENTATION ON CONFLICT MANAGEMENT Presented by :- Present for :- Ms. Neha Rathi Mehul Rasadiya (K.K.Parekh Inst. of Mgt. Studies- Amreli)
  • 2. WHAT IS CONFLICT? Conflict is any situation in which two or more parties feel themselves in opposition . It is an interpersonal process that arises from disagreements over the goals or the methods to accomplish those goals Newstrom and Davis
  • 3. CAUSES OF CONFLICT 1. Security 2. Inability to control self and others 3. Respect between parties 4. Limited resources 5. Frustrations
  • 4. TYPES OF CONFLICT Internal Conflict Which is a disturbance that rages within a single individual. Interpersonal Conflict Which is a disturbance that exists between two or more individuals or groups.
  • 5. CONT………… Intrasender Conflict Originate in the sender who gives conflicting instructions. Intersender Conflict Arises when a person receives conflicting message from one or more sources. Interrole Conflict Occurs when a person belongs to more than one group.
  • 6. CONT……….. Person- role Result of a discrepancies between internal and external role. Interperson Between people whose position require interaction with other persons who fill various roles in the same Organization or other Organization.
  • 7. CONT…………. Intragroup Occurs when a group faces new problem ,when new values are imposed on the group from outside. Intergroup when two groups have different goals and can only achieve their goals at the other’s expense.
  • 8. CONT………. Role Ambiguity Condition where an individual do not know what is expected of them. Role Overload individuals cannot meet the expectations placed on them.
  • 9. STAGES OF CONFLICT 1. Latent Conflict It exist whenever individual, groups, organization, or nations have differences that bother one or the other but those difference are not great enough to causes one side to act to alter the situation. 2. Perceived Conflict indicates cognitive awareness of stressful situation
  • 10. CONT……….. 3. Felt Conflict Presence of affective states such as stress, tensions, anxiety, anger, hostility. Organization. Groups, or individuals become more internally cohesive. 4. Manifest Conflict At this stage the conflicting parties are actively engaging in conflict behavior .
  • 12. COLLABORATING  Cooperating with the other party to understand their concerns and expressing your own concerns in an effort to find a mutually and completely satisfactory solution. Fundamental premise :: Teamwork and cooperation help everyone achieve goals while also maintaining relationships. Strategic philosophy :: The process of working through differences will lead to creative solution that will satisfy both parties concerns.
  • 13. WHEN TO USE COLLABORATING When there is a high level of trust. When you don’t want to have full responsibility. When you want others to also have ownership of solution. When you need to work through animosity and hard feelings.
  • 14. DRAWBACKS OF COLLABORATING The process takes lots of time and energy. Some may take advantage of other people’s trust and openness.
  • 15. COMPROMISING  Attempting to resolve a conflict by identifying a solution that is partially satisfactory to both parties, but completely satisfactory to neither. Fundamental premise :: winning something while losing a little . Strategic philosophy :: Both ends are placed against the middle in an attempt to serve the common good while ensuring each person can maintain something of their original position .
  • 16. WHEN TO USE COMPROMISING When people of equal status are equally committed to goal. When goal are moderately important. When time can be saved by reaching intermediate settlements on individual parts of complex issues.
  • 17. DRAWBACKS OF COMPROMISING May not work if initial demands are too great. Important values and long-term objective can be derailed in the process.
  • 18. ACCOMMODATING Allowing the other party to satisfy their concern while neglecting your own. Strategic philosophy Appease others by downplaying :: conflict, thus protecting the relationship.
  • 19. WHEN TO USE ACCOMMODATING When you realize you are wrong. When you know you can’t win. When you are willing to let others learn by mistake . When it is not right time and you would prefer to simply built credit for the future.
  • 20. DRAWBACKS OF ACCOMMODATING One’s own ideas don’t get attention. Credibility and influence can be lost.
  • 21. COMPETING Using formal authority or other power that you possess satisfy your concern without regard to the concerns of the party that you are in conflict with. When goals are extremely important Strategic philosophy :: , one must sometimes use power to win.
  • 22. WHEN TO USE COMPETING When you know you are right. When time is short and quick decision is needed. When you need to stand up for your right.
  • 23. DRAWBACKS OF COMPETING Can escalate conflict. Loser may retaliate.
  • 24. AVOIDING Not paying attention to the conflict and not taking any action to resolve it. Strategic philosophy Avoids conflict by withdrawing :: , sidestepping, or postponing.
  • 25. WHEN TO USE AVOIDING When the conflict is small and relationships are at stake. When more important issues are pressing. When you have no power. When you are too emotionally involved and others around you can solve the conflict more successfully. When more information is needed.
  • 26. DRAWBACKS OF AVOIDING Important decision may be made by default. Postponing may make matters worse.
  • 27. Stages of Conflict Resolution Define conflict Examine possible solution Test solution Out Accept Evaluate Reject Solution Solution Solution