The document discusses the causes and types of conflict in the workplace. It states that conflict is a natural and sometimes beneficial part of organizations, arising from differences in personalities, perspectives, goals, and structural factors like ambiguous responsibilities. Conflict occurs when one party can negatively impact another, such as in supervisor-subordinate, team member, or customer interactions. The document outlines various reasons for conflict, including communication problems, power struggles, dissatisfaction with leadership, and organizational changes. It also distinguishes between constructive conflict that produces useful change and dysfunctional conflict that hinders performance and morale.
2. • Conflict is a necessary and
healthy part of the life of all
organizations.
• Conflict on the job usually
represents the normal
competitive urge present in most
individuals.
• Conflict on the job is always the
result of personality clashes.
About Conflict
3. • Conflict is a primary source of stress on the job.
• One of the benefits of conflict on the job is that it
sometimes produces useful change.
• Conflict arises when there is potential for one party to
negatively impact another party:
Supervisor – subordinate relationships
Team members
Customer interactions
Organizational change
Clash of Interest
About Conflict
4. Communication problems
Ambiguity
Mixed messages
Verbalize one thing, yet your body
language says another
Lack of Openness
Goal incompatibility
Sales department versus credit
department
Dependence issues
One group (accounting) dependent
upon another (MIS)
Why Conflict
5. Personal factors
Personality clashes
Type A versus Type B
Value systems
National culture dimensions
Different emphasis on quality or quantity
Different perception and area of interest.
Differences in Perspectives
Seeking power
Dissatisfaction with management style
Weak leadership
Contd…
6. Body language
Disagreements, regardless of issue
Withholding bad news
Surprises
Strong public statements
Airing disagreements through media
Conflicts in value system
Conflict Indicators
7. Desire for power
Increasing lack of respect
Open disagreement
Lack of clear goals
No discussion of progress, failure relative to goals, failure to
evaluate the superintendent fairly, thoroughly or at all.
Contd…
8. If a problem can beIf a problem can be
solved, no need tosolved, no need to
worry about it.worry about it.
If a problem cannot beIf a problem cannot be
solved what is the use ofsolved what is the use of
worrying?worrying?
9. Worry As Cause Of ConflictWorry As Cause Of Conflict
Worryingforsituationswhich neverhappens. 40%
Worryingforsituationswhich hashappened in thepast 30%
Worryingforsituationswhich concerns others. 12%
Worryingforillness which mayberealorimaginary 10%
Situations which needs attention,Competenceand Opportunityto
prove.weshould not beworried but should beconcerned.
8%
Onecan avoid conflict ifweunderstand theabovelifesituations.
10. We listen &
Find Solutions
EGO
SELF
Remain at Base Level
Accept Authority of Other
EGO
OTHER PERSON
Ego Cause Of Conflict- Mind BlockageEgo Cause Of Conflict- Mind Blockage
We hear & don’t Listen
13. Constructive Conflict
Results in clarification of important problems
and issues.
Results in solutions to problems.
Causes authentic communication.
Helps release emotion, anxiety, and stress.
Builds cooperation among people through
learning more about each other.
Helps individuals develop understanding and
skills.
Helps people "be real", for example, it
motivates them to participate.
Helps people learn how to recognize and
benefit from their differences.
14. Destructive Conflict
Takes attention away from other important
activities.
Undermines morale or self-concept.
Polarizes people and groups, reducing
cooperation.
Increases or sharpens difference.
Leads to irresponsible and harmful behavior,
such as fighting, name-calling.
Hampers productivity.
Lowers morale.
Causes more and continued conflicts.
Causes inappropriate behaviors.
15. If We Handle Life Situations
Well, the Conflict can be
better Managed
16. Functional Conflict
Functional Conflict
Conflict that supports the goals of the group and
improves performance
“When two people in business always agree, one of them is unnecessary”
“You put a lot of smart people in a room and listen to them duke it out,
and the best idea will pop out”
Task conflict
Conflicts over content and goals of work
Low to moderate level is functional
Stimulates discussion and ideas
17. Managing Functional Conflict
Encouraging Functional Conflicts
Encourage dissent by asking tough questions.
Bring people with different points of view.
Designate someone to be a devil’s advocate.
Ask the team to consider an unthinkable alternatives.
18. Dysfunctional Conflict
Conflict that hinders performance
Relationship conflict
Stems from interpersonal relationships
Personality clashes, value differences
Results in hostility & friction
Decreases mutual understanding and makes task completion more
difficult
23. Six Steps to Manage Team Conflict
Clarify and identify the cause of
conflict
Determine the common goal
Determine options
Determine and remove the barriers
Determine solution that everyone
can accept
Acknowledge solution: win-win
solution
24. Conflict Resolution
Super-ordinate goals
Overarching, shared goal that cannot be attained without
cooperation of each of the conflicting parties
Altering structural variables
Changing the organizational chart
Reporting relationships
Create joint-task forces
Gain appreciation of each others (groups) constraints and
needs
Altering individuals
Human relations training
Transfers
25. Conflict Resolution
Mediation
Neutral third party attempts to find mutually beneficial trade-offs,
suggests alternatives & serves as a sounding board for the
conflicting parties
Growing area of legal practices
60% of cases in mediation reach settlement
Arbitration
Neutral third party can dictate an agreement
Allows parties to avoid the high-costs of going to trial
Always results in settlement
26. • Problem solving
• Super co-ordinate goals
• Expansion of resources
• Avoidance
• Smoothing
• Compromise
• Authoritative command
• Altering the human variable
• Altering the structural variables
27. Close your eyes – Relax
Wear a Gentle Smile
Go in deeper Relaxation
Deep Breathe
Gently roll up your Eyeballs
Surrender to Subconscious Mind
Handover the problem to subconscious mind
(Now go to sleep – Expectantly)
Visualize Results / Express Gratefulness next morning
(Before opening your eyes)
28. to delegate,
all you need
is
faith
in the other
person ...
And
faith
moves
mountains !
29. When you think positively about yourself, you work
harder at what you want to do - and give up less easily.
You make a better impression on others, which
encourages them to help you.
When you think more positively about your colleagues,
employees, spouse and children, you build stronger and
more productive relationships - leading to greater success
at work and at home.
30. • No Matter what Attitude we adopt, the flow of life
continues but in the moment we do have choice
about the direction in which we lean.
•When we resist the flow, life becomes more difficult.
“ Positive Attitude Means Leaning In The Direction
In Which Life Is Flowing”
31. Building Positive Attitude
•Look for goodness in people
•Build a positive Self Esteem
•Avoid Negative Influences
•Work on Continuous Self
Development
38. When she cought the
first cookie, the man
cought one also.
She felt herself
infuriate but didn’t
say anything. She just
thought:
“What a nerve! If I
was in the mood I
would punch his eye
not to forget this
daring!”
39. To each cokkie
she cought, the
man cought one
either.
That was
letting her
infuriated but
she couldn’t
40. When remained
only one cookie,
she thought:
“ah... What this
abused man will
do now?”
Then, the man,
divided the last
cookie in the
middle, giving
her the half.
41. Ah! That was too much!
She was too much angry!
Then, she caught her book, caught her things and
headed to the boarding place.
42. When she sat
down in an
armchair, inside
the plane, she
looked into her
purse to catch her
eyeglasses, and, to
her surprise, her
packet of cookies
was there,
untouched, closed!
43. She felt so
much
ashamed!!
She realized
that she
was the
wrong one...
She had
forgotten
that her
cookies were
kept into
her purse.
44. The man divided
his cookies with
her, wihtout
feeling infuriated,
nervous or mad...
45. ...while she was
been very mad,
thinking that he
was dividing her
cookies with
him.
but there was no
more time to
explain herself...
Nor to
apologizes!”
75. Meet Max
Max is a dog of the finest breeding.
He was rigorously trained to retrieve game at the
slightest nod from his owner.
He is slightly motivate to serve his master’s needs.
Meet Max
Max is talented, amiable, full of energy, and well
educated.
He is anxious to enter the arena of customer service
and make a contribution, and he’s bursting with
innovative ideas.
76. Meet Mr. Harold
Mr. Harold is an average manager of customer
service for New World Imports.
Service is the byword in his department.
He has some untapped ideas about customer service.
Max and Max
Max and Max both have new opportunities – a
chance to learn, a chance to show their stuff.
Each comes to learn about limits, though: stay on the
lawn; get your own job figured out first, then you can
start worrying about mine.
77. • Conflict is a necessary and
healthy part of the life of all
organizations.
• Conflict on the job usually
represents the normal
competitive urge present in
most individuals.
• Conflict on the job is always
the result of personality
clashes.
About Conflict
78. • Conflict is a primary source of stress on the job.
• One of the benefits of conflict on the job is that it
sometimes produces useful change.
• In resolving a conflict, a team leader must determine
whether the cause is :
a) Personality clash
b) The way the work is structured.
Contd…
79. When there is potential for one party to negatively impact
another party:
Supervisor – subordinate relationships
Team members
Customer interactions
Organizational change
Clash of Interest
What is Conflict
80. Communication problems
Ambiguity
Mixed messages
Verbalize one thing, yet your body
language says another
Structural variables
Goal incompatibility
Sales department versus credit
department
Dependence issues
One group (accounting) dependent
upon another (MIS)
Why Conflict
81. Personal factors
Personality clashes
Type A versus Type B
Value systems
National culture dimensions
Different emphasis on quality or quantity
Different perception and area of interest.
Contd…
82. Causes of Conflict:
• Personality differences
• Value differences
• Differences in Perspectives
• Differences in Goals
• Differences in Departmental
Allegiance
• Ambiguities about responsibilities
84. Body language
Disagreements, regardless of issue
Withholding bad news
Surprises
Strong public statements
Airing disagreements through media
Conflicts in value system
Conflict Indicators
85. Desire for power
Increasing lack of respect
Open disagreement
Lack of candor on budget problems or other sensitive issues
Lack of clear goals
No discussion of progress, failure relative to goals, failure to
evaluate the superintendent fairly, thoroughly or at all.
Contd…
86. Constructive Conflict
Results in clarification of important problems
and issues.
Results in solutions to problems.
Causes authentic communication.
Helps release emotion, anxiety, and stress.
Builds cooperation among people through
learning more about each other.
Helps individuals develop understanding and
skills.
Helps people "be real", for example, it
motivates them to participate.
Helps people learn how to recognize and
benefit from their differences.
87. Destructive Conflict
Takes attention away from other important
activities.
Undermines morale or self-concept.
Polarizes people and groups, reducing
cooperation.
Increases or sharpens difference.
Leads to irresponsible and harmful behavior,
such as fighting, name-calling.
Hampers productivity.
Lowers morale.
Causes more and continued conflicts.
Causes inappropriate behaviors.
90. Managing conflict
Encouraging Functional Conflicts
Encourage dissent by asking tough questions.
Bring people with different points of view.
Designate someone to be a devil’s advocate.
Ask the team to consider an unthinkable alternatives.
91. Functional Conflict
Functional Conflict
Conflict that supports the goals of the group and
improves performance
“When two people in business always agree, one of them is unnecessary”
“You put a lot of smart people in a room and listen to them duke it out,
and the best idea will pop out”
Task conflict
Conflicts over content and goals of work
Low to moderate level is functional
Stimulates discussion and ideas
92. Dysfunctional Conflict
Conflict that hinders performance
Relationship conflict
Stems from interpersonal relationships
Personality clashes, value differences
Results in hostility & friction
Decreases mutual understanding and makes task completion
more difficult
95. Win – Win Negotiation
Ask from yourself.
Do you feel that someone is continually taking advantage of
you?
Do you seem to have fight aggressively with other to win the
resources you need?
Do you struggle to get what you want from people whose help
you need but over whom you have little direct authority?
If so you need to brush up your win-win negotiation skills.
96. The aim of win-win situation is to find a solution
that is acceptable to both parties and leaves both
parties feeling that they have won.
Effective negotiation skills helps you to resolve
where what you want conflicts with what
someone else wants.
Win – Win Negotiation
97. Inputs for a Successful Negotiation
Depending on the scale of disagreement one should think through the
following points before starting the negotiation:
Goal for negotiation
Trades one has for negotiation:
- What do you and the other person have that you can trade?
- What are you each comfortable giving away?
Alternatives for negotiation if the other person do not reach to the
agreement:
- Does failure to each an agreement cut you out of future opportunities?
Relationship with the other person:
- Will there be any hidden issues that may influence the negotiation? How
will
you handle these?
98. Inputs for a Successful Negotiation
Expected outcomes from negotiation and action plan for the same:
- What has the outcome in the past and what precedents have been set?
Expected consequences after winning or loosing the negotiation
for both the parties.
Who is Powerful negotiator and what powers he has?
- Who controls the resources?
- Who stands to loose the most if agreement isn’t reached?
Possible Solutions:
- What possible compromises might there be?
100. Six Steps to Manage Team Conflict
Clarify and identify the cause of
conflict
Determine the common goal
Determine options
Determine and remove the barriers
Determine solution that everyone
can accept
Acknowledge solution: win-win
solution
101. Conflict Resolution
Super-ordinate goals
Overarching, shared goal that cannot be attained without
cooperation of each of the conflicting parties
Altering structural variables
Changing the organizational chart
Reporting relationships
Create joint-task forces
Gain appreciation of each others (groups) constraints and
needs
Altering individuals
Human relations training
Transfers
102. Conflict Resolution
Mediation
Neutral third party attempts to find mutually beneficial trade-offs,
suggests alternatives, & serves as a sounding board for the
conflicting parties
Growing area of legal practices
60% of cases in mediation reach settlement
Arbitration
Neutral third party can dictate an agreement
Allows parties to avoid the high-costs of going to trial
Always results in settlement
103. • Problem solving
• Super co-ordinate goals
• Expansion of resources
• Avoidance
• Smoothing
• Compromise
• Authoritative command
• Altering the human variable
• Altering the structural variables
104. Meditation
Close your eyes – Relax
Wear a Gentle Smile
Go in deeper Relaxation
Deep Breathe
Gently roll up your Eyeballs
Surrender to Subconscious Mind
Handover the problem to subconscious mind
(Now go to sleep – Expectantly)
Visualize Results / Express Gratefulness next morning
(Before opening your eyes)
105. to delegate,
all you need
is
faith
in the other
person ...
And
faith
moves
mountains !
Delegation
106. If We Handle Life Situations
Well, the Conflict can be
better Managed
107. Worry As Cause Of ConflictWorry As Cause Of Conflict
Worryingforsituationswhich neverhappens. 40%
Worryingforsituationswhich hashappened in thepast 30%
Worryingforsituationswhich concerns others. 12%
Worryingforillness which mayberealorimaginary 10%
Situations which needs attention,Competenceand Opportunityto
prove.weshould not beworried but should beconcerned.
8%
Onecan avoid conflict ifweunderstand theabovelifesituations.
108. We listen &
Find Solutions
EGO
SELF
Remain at Base Level
Accept Authority of Other
EGO
OTHER PERSON
Ego Cause Of Conflict-Ego Cause Of Conflict- MindMind
BlockageBlockage
We hear & don’t Listen
The last factor for successful teamwork is to have an effective method for resolving conflict. A natural by-product of decision making is conflict. Conflict is the emotional disturbance or disagreement resulting from a clash of opposing points of view. There are many causes for conflict in a team environment. To better understand and eliminate the conflicts within a team, one should better understand the causes of the conflicts. If teams members take steps of communication, cooperation and support, they will help to prevent conflict. However, when conflict does occur, a successful team has an effective strategy to manage the conflict.
Effective conflict management is necessary for a team to be successful. Here is one method to manage team conflict. There are six steps as follows: Step 1: Clarify and identify the cause of conflict. Team members should seek and try to understand each other’s point of view. Step 2: Determine the common goal: Team members should try to find common goals on which all members can agree. Step 3: Determine the options: team members should discuss their ideas with other members, look for other options and explore all the options. Step 4: Determine and remove barriers: The team should ask “ what are the barriers? What would happen if they are removed?”. This will help the team determine what can or cannot be changed. Step 5: Team members should settle on a solution that everyone can accept. Finally, Step 6: team members should recognize the win-win solution. They should make sure that all parties understand what the solution means to them.
As stated in the previous slide, there are many different causes for conflict. The results of the Myers-Briggs test confirm that people inherently process and interact with others differently. Consequently, personality differences will most likely exist among team members. The conflict arises when the differences in personality involve a mismatch in the behavioral expectations. Understanding this, team members should look beyond the personalities and search for the objective, subject matter at hand. It may not be possible to get the team members to like one another, but at least they should be able to reach a state where the member’s expectations are clearly defined, the team members understand their differences and can work collaboratively together. Value differences exist when team members have divergent points of view based on strongly held personal values. These value differences could be from personal, cultural, social, or religious influences. This may lead to conflict when the team members holds his/her value above collaboration. The members need to strive to consider these value differences and determine the impact on the project. Members also have differences in perspectives because of their background, experiences, skills and position. The team should look to exploit these differences to strengthen the team’s effectiveness, not weakness. Identifying and recognizing these strengths in a task oriented manner will help the team be more effective. Team members should recognize and respect the differences which enhance creativity and collective imagination. Team members may also have personal objectives that conflict with the team goals. These are called “hidden agenda”. Members need to reflect on their own priorities and recognize that the importance of the team’s goals over personal goals. Many times, especially in cross-functional teams, members may report to a different department manager in the organization. Conflicts can arise from issues based on the departmental affiliations. Team leaders should look to work out the conflict within the organization and focus the team members to the team’s objectives. Ambiguities about responsibilities can also cause conflict between members. When this occurs, the team should try to eliminate the ambiguity by either setting up a procedure or encouraging communication to deal with the special situation.
The last factor for successful teamwork is to have an effective method for resolving conflict. A natural by-product of decision making is conflict. Conflict is the emotional disturbance or disagreement resulting from a clash of opposing points of view. There are many causes for conflict in a team environment. To better understand and eliminate the conflicts within a team, one should better understand the causes of the conflicts. If teams members take steps of communication, cooperation and support, they will help to prevent conflict. However, when conflict does occur, a successful team has an effective strategy to manage the conflict.
Effective conflict management is necessary for a team to be successful. Here is one method to manage team conflict. There are six steps as follows: Step 1: Clarify and identify the cause of conflict. Team members should seek and try to understand each other’s point of view. Step 2: Determine the common goal: Team members should try to find common goals on which all members can agree. Step 3: Determine the options: team members should discuss their ideas with other members, look for other options and explore all the options. Step 4: Determine and remove barriers: The team should ask “ what are the barriers? What would happen if they are removed?”. This will help the team determine what can or cannot be changed. Step 5: Team members should settle on a solution that everyone can accept. Finally, Step 6: team members should recognize the win-win solution. They should make sure that all parties understand what the solution means to them.