Conflict: A Definition

3. Conflict: A Definition • Any situation in which one person or group perceives that another person or group is interfering with his or her goal attainment • Increases naturally as professionals begin working together • Meeting some persons’ needs will often result in others’ needs going unmet • Inherently neither good nor bad! • Knowing one’s own style of managing conflict is important

4. Why Conflict Arises Type “A” Personality Vs. Type “B Personality

5. Type ”A” Personality • Highly Competitive • Strong Personality • Restless when inactive • Seeks Promotion Punctual • Thrives on deadlines • Maybe jobs at once

6. Type “B” Personality • Works methodically • Rarely competitive • Enjoys leisure time • Does not anger easily • Does job well but doesn’t need recognition • Easy-going

7. Aggressive People • Body language • Stiff and straight • Points, bangs tables to emphasize points • Folds arms across body • Verbal language • “I want you to…” • “You must…” • “Do what I tell you!” • “You’re stupid!” Aggressive people are basically insecure….. Try to avoid them.

8. Body Language Avoids eye contact Stooped posture Speaks quietly Fidgets Verbal Language “I’m sorry” “It’s all my fault” “Oh dear” Submissive people Submissive people have a great sense of inferiority

9. Assertive People • Body language • Stands straight • Appears composed • Smiles • Maintains eye contact • Verbal language • “Let’s” • “How shall we do this?” • “I think… What do you think?” • “I would like…”

10. Types of Conflict • Within an individual • Between two individuals • Within a team of individuals • Between two or more teams within an organization

11. Causes of conflict • Conflict of aims- different goals • Conflict of ideas- different interpretations • Conflict of attitudes - different opinions • Conflict of behavior- different behaviors are unacceptable

12. Listen Actively Relax Observe body language Develop interest in others interests Ask for clarification Plan what you are going to say Tailor words to person Determine the best timing Determine the best place Why is the conversation necessary Aids to Communication

13. Aggressor Passive Absentee Error prone Negative attitude Chatterbox Do nothing Personalities who cause conflict

14. Personalities who cause conflict • Unreliable • Time waster • Resentful person

15. Conflict Management Styles • Competitive Style • Avoidant Style • Accommodating Style • Compromising Style • Collaborative Style Vary along dimensions of cooperativeness and assertiveness

16. Conflict Management Styles Competing Collaborating (high) Assertiveness Compromising (low) Avoiding Accommodating (low) (high) Cooperativeness

17. Conflict Management Styles • Competitive: try to overpower others with whom you have contact and “win” the disagreement • Relationships are low in importance • Avoidant: try to ignore discrepancy between your own goals and those of others • Own goals are unimportant

18. Accommodating: set aside your own goals (“give in”) to ensure that others’ needs are met • Relationships are more important than goals • Compromising: give up some ideas and demand that others do the same • Look for “common ground” • Collaborative: requires commitment to relationships and goals • Conflicts are seen as opportunities

19. AVOIDANCE STYLE I don’t have enough time I don’t have enough facts Perhaps the best way is to proceed as you think best Criticism: The conflict is not solved • Example situations where avoidance style is appropriate • Minor issues • Inadequate facts and power • Others can more effectively resolve the conflict

20. SMOOTHING STYLE If it makes others happy, I wont challenge their views I don’t want to hurt the feelings of others We should not risk our friendship, so let’s not worry too much about the problem, things will work out Criticism: It encourages individuals to cover-up or gloss over their feelings • Example situations where smoothing style is appropriate • Emotional conflicts • Talented employees

21. FORCING STYLE If you don’t like the way things are run get out If you cant learn to cooperate, I am sure others who will, can be hired Criticism: The subordinates’ interests are ignored. The conflict is not analysed • Example situations where forcing style is suitable • Inadequate time • Stopping people from taking advantage of him/her

22. COMPROMISE STYLE I let other people win something, if they let me win something I try to find out a position between theirs and mine Criticism: people may encourage compromise on stated issues rather than on real issues • Example situations where compromise style is acceptable • It is not possible to achieve a win-win agreement • When conflicts block important agreements

23. COLLABORATIVE STYLE I try to get all view points & issues out in the open Best alternatives must be arrived through analysing Criticism: It is not suitable when win-win situation is not possible • Example situations where this style is appropriate • The parties disagree over the best means to achieve the common goals • When there is a need for high-quality decisions

24. The Costs of Unresolved Conflict • Lost work time and productivity • Lost employees / high turnover • Damage to organization reputation • Sabotage, theft, damage • Lowered job motivation • Health costs due to stress • Legal costs due to litigation

25. Is Conflict always a bad thing? • Can be opportunity for growth or learning • Inspires creativity • Can bring up alternative ways of thinking and behaving we had not considered before • Can challenge us to value differences • Sometimes people need to seek job fulfillment elsewhere • Can improve communication “Two heads are better than one only if they contain different opinions”

26. Emotions During Conflict • Anger • Fear • Hopelessness • Frustration • Disappointment • Paranoia / suspicion • Jealousy • Shame

27. Human Needs Affecting Conflict • Power • Approval • Inclusion • Justice • Identity

28. Watch Your Language, Young Lady!

29. The Iceberg of Conflict

30. Attitude

31. What comes to your mind?

32. First & Most Likely Responses…!! Donkey…..!!!!! Good for Nothing Useless Least Glamorous Taken for Granted animal ….seldom we get response that the donkey is one of the “hard working” animals and loyal

33. How is our Attitude…? We treat people and situation in the same manner as we do with the donkey. We discount the good in them …! We only look at the Negative side & start reacting….. Isn’t it?

34. ACT STOP THINK

35. REACT First we take ACTION then we STOP then we THINK.. and feel guilty about our behaviour That is why others say.. “Attitude Problem”

36. The 10 - 90 Rule 10% is what happens 90% is how to react/respond to what happens and that’s your attitude

37. THE ICEBERG HOW MUCH DO YOU SEE OF AN ICEBERG?

38. THE ICEBERG ONLY 10 OF ANY ICEBERG IS VISIBLE. THE REMAINING 90% IS BELOW SEA LEVEL.

39. THE ICEBERG 10 % VISIBLE ABOVE SEA LEVEL SEA LEVEL INVISIBLE BELOW SEA LEVEL 90 %

40. THE ICEBERG • The Iceberg phenomena is also applicable on human beings …

41. THE ICEBERG KNOWLEDGE & SKILLS KNOWN TO OTHERS SEA LEVEL UNKNOWN TO OTHERS ATTITUDE

42. THE ICEBERG • In other words,

43. THE ICEBERG BEHAVIOR KNOWN TO OTHERS SEA LEVEL UNKNOWN TO OTHERS IMPACT VALUES – STANDARDS – JUDGMENTS ATTITUDE MOTIVES – ETHICS - BELIEFS

45. PERSPECTIVE

46. Positive Thinking is a Life Style Change That Effects Your Entire World! Positive Thinking is a Life Style Change That Effects Your Entire World!

48. 55% 7% body language words 38% style Communication is…

49. Effective Communication… • Is scarcer than quality water • Is measured by results or actions • Does not need to be very complex • Is aimed at informing others • Is complete and clear

50. STORY OF A DOCTOR MARRYING A NURSE. A child was born out of the legal wedlock, but the doctor denied the fatherhood for the child and nurse denied the motherhood of the child; but both agreeing that it is their child. Is it possible? Are they saying truth?