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1. WORKPLACE WARS AND
HOW TO END THEM
THERE THEY GO AGAIN
Presented by
 Samya Bibi
 Binte Zahra
 Mudasir Ali

2. INTRODUCTION
 No organization is so excellent, no team so unified, no
business so successful that it is immune to internal conflicts
 In an annual meeting of U-Haul corporation one CEO said; we
don’t have real conflict, but I can’t get our people to work
together”

3. WHERE WOULD WE BE WITHOUT
CONFLICT

4. WHERE WOULD WE BE WITHOUT
CONFLICT
 Acknowledge conflict sooner rather than later
 Use it as opportunity
 Teamwork does not mean sitting together it mean moving
together to turn differences into improved skills or
communication to meet organization goal more effectively

5. QUOTATION
 Two heads are better than
one only if they contain
different opinions

6. CONFLICT AS OPPORTUNITY
 Conflict means opportunity to learn
 Conflict is also opportunity for personal growth
 Conflict is an opportunity for selection

7. CONFLICT IS NEITHER GOOD NOR BAD
 If it properly managed then it is absolutely vital. Its up to us
how we manage inevitable conflicts in organization
constructively or not

8. THE COST OF UNRESOLVED CONFLICTS

9. THE COST OF UNRESOLVED CONFLICTS
 Lost productivity
 Direct cost
 Perception cost
 Legal cost
 Cost of not having the right people for job

10. IS THIS BOOK FOR YOU?

11. FORMAL RESPONSIBILITIES
 Every manager responsibilities are team building and
communication or also work as a consultant who takes such
assignments

12. BUILDING BETTER RELATIONS
 Which types of conflicts dealing with disputing parties
 You would not call a divorce attorney if you wanted to save
your marriage

13. CONFLICT RESOLUTION WITHIN
GROUPS V.S BETWEEN PARTIES
Three important features distinguished conflict resolution within
groups to settlement the dispute between separate parties.
 Conflict is always personal and emotional.
 Conflict is their quality of” here we go again”.
 Address the goal mentioned.

14. THE SYSTEMATIC APPROACH

15. FLOWCHART OF SYSTEMATIC CONFLICT
RESOLUTION
Plan A
Plan B
Plan C
Plan D
Plan E
Still worth
typing
Celebrate
your success!
Cut your
losses!
Solved Problem I give up
Not yet addressing
problem as a team

16. SYSTEMATIC CONFLICT RESOLUTION
Plan A
Plan B
Plan C
Plan D
Plan E
Still worth
typing
Celebrate
your success!
Cut your
losses!
Plan A:
Look for shared goals
and Win/Win Solution

17. SYSTEMATIC CONFLICT RESOLUTION
Plan A
Plan B
Plan C
Plan D
Plan E
Still worth
typing
Celebrate
your success!
Cut your
losses!
Plan A:
Look for shared goals
and Win/Win Solution
Plan B:
Clarify, Sort, and Value
Differences

18. SYSTEMATIC CONFLICT RESOLUTION
Plan A
Plan B
Plan C
Plan D
Plan E
Still worth
typing
Celebrate
your success!
Cut your
losses!
Plan A:
Look for shared goals
and Win/Win Solution
Plan C:
Gain Commitment to
change

19. SYSTEMATIC CONFLICT RESOLUTION
Plan A
Plan B
Plan C
Plan D
Plan E
Still worth
typing
Celebrate
your success!
Cut your
losses!
Plan A:
Look for shared goals
and Win/Win Solution
Plan D:
Analyze the recurring
cycle

20. SYSTEMATIC CONFLICT RESOLUTION
Plan A
Plan B
Plan C
Plan D
Plan E
Still worth
typing
Celebrate
your success!
Cut your
losses!
Plan A:
Look for shared goals
and Win/Win Solution
Plan E:
Unilaterally demonstrate
change

21. SYSTEMATIC CONFLICT RESOLUTION
Plan A
Plan B
Plan C
Plan D
Plan E
Still worth
typing
Celebrate
your success!
Cut your
losses!
Celebrate your success:
When team attack the
problem together
Cut your losses:
Terminating the
relationship

22. THE HOPE OF WIN/WIN OR
THE RISK OF LOSE/LOSE

23. THE HOPE OF WIN/WIN OR
THE RISK OF LOSE/LOSE
Does conflict
seem hopeless?
Do your goals
include destroying
other party?
Are you willing to
risk much damage
to yourself?
Return to Plan
A, B etc
Attack the
problem as a team
Business is war!
Cut your losses,
consider litigation etc
YES YES
YES
NO
NO
NO

24. SCIENCE OR ART

25. HIERARCHY OF TEAM BUILDING
OUTCOMES
Conflicts Resolving system becomes part of organizational
culture
Insights, improved relationships or new skills will carry over
to subsequent conflicts through formally or systematically
Conflicts resolved by specific changes in behavior - no other
impacts on system
Resolution by severing a problematic individual - system
unchanged
No real resolution - temporary cease fire that will not last
Most
Successful
Least
Successful

26. QUOTATION
 We won’t be satisfied to
resolve the current
problem. We need
significant, constructive,
sustainable change in the
whole system’s dynamics.

27. CONFLICT RESOLVING SYSTEM
 Entire system of conflicts resolution within organization’s
culture
 It becomes part of members’ day-to-day expectations about
team work
 It is a competitive advantage for your organization

28. CONFLICTS MGT AND TEAM BUILDING
 Leaders
 Structure
 Personnel
 Culture

29. EXERCISES VS TEAM BUILDING
STRATEGIES
 Resolving conflict or improving confluence within
organization
 When faced straightforwardly, conflict is an opportunity for
 Building teamwork
 Enhancing productivity
 Achieving personal growth

30. WHO IS IN CHANGE OF CONFLICT
RESOLUTION?

31. QUOTATION
 All your actions as a
mediator are also
demonstrations of good
communication

32. WHO IS IN CHANGE OF CONFLICT
RESOLUTION?
 Controlling the processes accomplishes three things
1. It allows you to work on problem
2. It provides a model to maintain a appropriate discourse
3. It gives people hope that you can help them

33. CONCLUSION
 Managers need to create workplaces
based on empathy, openness and
honesty and also support them.

34. THANK YOU