2. Learning Objective
● Understand the fundamental concepts of conflict
management
● Acquire specific tactical approaches to conflict
situation
● Learn the 5 strategies of conflict resolution
● Apply discussed strategies to more effectively assess
and mange conflicts
2
3. Conflict Happens
● Conflict is….
● A normal, inescapable
part of life
● A periodic occurrence in
any relationship
● An opportunity to
understand opposing
preferences an values
● ENERGEY
3
7. Well Managed Conflicts Lead
To…
7
Dynamics
Stimulates
Competition
Employee
feedback
/decision
making
Source of
Motivation
Productivity
8. Fatima, the Typist
● Samina, Razia and Fatima are
typists/secretaries in your organization.
Samina is from Karachi, Razia from
Rawalpindi and Fatima from a rural village in
Khairpur. Their average typing speed during
last three months has been:
Samina (60), Razia (50) and Fatima (30)
What do you think of Fatima’s performance?
( Rank her using the scale from 1-5)
8
9. Fatima, the Typist (Cont’d)
Samina and Razia had other jobs before
joining your organization. This is fatima’s
first job. She joined three months ago
What do you think of Fatima’s performance
now?
9
10. Fatima, the Typist (Cont’d)
While Samina and Razia have new imported
typewriters, Fatima has an old one which
“jumps” frequently.
What do you think of Fatima’s performance
now?
10
11. Fatima, the Typist (Cont’d)
Most of Samina’s and Razia’s work is straight
typing of reports yet they have a considerable
number of errors. Fatima on the other hand is
usually given heavy statistical data and her
work is practically errorless.
What do you think of Fatima’s performance?
11
13. Use Cognitive Conflict
● Disagreement about
ideas and approaches
● Issue focused, not
personal
● Characteristic of high
performing groups
13
14. Avoid Affective Conflict
● Personal antagonism
fueled by differences
of opinion
● Destructive to group
performance and
cohesion
14
15. How can we keep conflict
cognitive?
1. Make the approach
2. Share perspectives
3. Build understanding
4. Agree on solutions
5. Plan next steps
15
16. Step 1. Make the Approach
● Reflect before you begin
● Invite the other party to a
conversation
● Be clear about your
intentions
● State your goal - a
positive resolution
16
17. Step 2. Share Perspectives
● Ask for the other
person’s perspective
● Paraphrase what you
hear
● Acknowledge your
contribution
● Describe your
perspective
17
19. Name the ISSUES
● Identify topics that the
parties view as
important to address
● Use concise neutral
language
● Avoid pronouns
● Use issues to create
the agenda
19
20. Step 3. Build Understanding
● Discuss one issue at a
time
● Clarify assumptions
● Explore interests and
feelings
20
21. Step 4. Agree on Solutions
● Reality test – Is this
doable?
● Durability test – Is this
durable?
● Interest test – Does this
meet all parties’
interests?
21
22. Step 5. Plan Next Steps
● Jointly create action
plan
● What needs to happen?
● Who needs to do what?
By when?
● How will interaction take
place if problems occur?
Ibid.
22
24. Pros Cons
○ The winner is clear
○ Winners usually
experience gains
○ Establishes the
battleground for the
next conflict
○ May cause worthy
competitors to
withdraw or leave the
organization
Competition
24
25. Pros Cons
○ Curtails conflict
situation
○ Enhances ego of the
other
○ Sometimes establishes
a precedence
○ Does not fully engage
participants
Accommodating
25
26. Pros Cons
○ Shows good will
○ Establishes
friendship
○ No one gets what
they want
○ May feel like a
dead end
Compromise
26
27. Pros Cons
○ Everyone “wins”
○ Creates good
feelings
○ Hard to achieve since
no one knows how
○ Often confusing since
players can “win”
something they didn’t
know they wanted
Collaboration
27
Cognitive conflict is the term educationalists use for the idea of cognitive dissonance and can be broadly defined as the mental discomfort produced when someone is confronted with new information that contradicts their prior beliefs and ideas