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Managing Conflicts

Managing Conflicts. Dr. Bindu Singhal SIHMC Gwalior. Clearing the space. How to clear the space. Define the ‘thing’ – ‘what’s in the background…’ Define the emotion – ‘my emotion is…’ Put the emotion aside – ‘I’m going to put that aside…’ Clear at least three things each.

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Managing Conflicts

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  1. Managing Conflicts Dr. Bindu Singhal SIHMC Gwalior

  2. Clearing the space

  3. How to clear the space • Define the ‘thing’ – ‘what’s in the background…’ • Define the emotion – ‘my emotion is…’ • Put the emotion aside – ‘I’m going to put that aside…’ • Clear at least three things each

  4. Warm up Learning from each other • Take 1 minute each to think of an example of a conflict that you have dealt with constructively and another of one that ended in destruction (physical, mental, professional, personal, etc.). • Find a partner you DO NOT know very well. • Each one of you has 3 minutes each to present the 2 scenarios, describe the context and share how things were managed. [Repeat for the other one too!]

  5. What animal best characterizes your style during conflict? • Example, one person may be like an ostrich - prefers to hide and bury their head in the sand • Turn to the person next to you and discuss your choice for 1-2 minutes. • Be ready to share at your table the animal that you thought of and why

  6. Conflicts • A situation where there are at least two differing perspectives, and where each party is emotionally invested in the results • May be a clash between ideas, principles or people • An inevitable by-product of relationships – personal and professional • A recurring part of our lives • Can be made worse by our approaches / responses to conflict itself

  7. Conflict • A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about. • Is that point in an ongoing activity when an interaction “crosses over” to become an inter-party conflict.

  8. Functional versus Dysfunctional Conflict (Positive) Functional Conflict Conflict that supports the goals of the group and improves its performance. Dysfunctional Conflict Conflict that hinders group performance. (Negative)

  9. Types of Conflict Task Conflict Conflicts over content and goals of the work. Relationship Conflict Conflict based on interpersonal relationships. Process Conflict Conflict over how work gets done.

  10. The Conflict Process

  11. Communication Semantic difficulties, misunderstandings, and “noise” Personal Variables Differing individual value systems Personality types Structure Size and specialization of jobs Jurisdictional clarity/ambiguity Member/goal incompatibility Leadership styles (close or participative) Reward systems (win-lose) Dependence/interdependence of groups Stage I: Potential Opposition or Incompatibility

  12. Stage II: Cognition and Personalization Perceived ConflictAwareness by one or more parties of the existence of conditions that create opportunities for conflict to arise. Felt ConflictEmotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility.

  13. Stage III: Intentions Intentions Decisions to act in a given way. • Cooperativeness (Concern for relationships): • Attempting to satisfy the other party’s concerns. • Assertiveness (Concern for personal goals): • Attempting to satisfy one’s own concerns.

  14. Dimensions of Conflict-Handling Intentions

  15. Stage III: Intentions (cont’d) Competing/Controlling A desire to satisfy one’s interests, regardless of the impact on the other party to the conflict. Collaborating A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties. Avoiding The desire to withdraw from or suppress a conflict.

  16. Stage III: Intentions (cont’d) Accommodating The willingness of one party in a conflict to place the opponent’s interests above his or her own. Compromising A situation in which each party to a conflict is willing to give up something.

  17. Stage IV: Behavior Conflict Management The use of resolution and stimulation techniques to achieve the desired level of conflict.

  18. Conflict-Intensity Continuum

  19. Stage V: Outcomes • Functional Outcomes from Conflict • Increased group performance • Improved quality of decisions • Stimulation of creativity and innovation • Encouragement of interest and curiosity • Provision of a medium for problem-solving • Creation of an environment for self-evaluation and change

  20. Stage V: Outcomes • Dysfunctional Outcomes from Conflict • Development of discontent • Reduced group effectiveness • Retarded communication • Reduced group cohesiveness • Infighting among group members overcomes group goals

  21. The Conflict Process

  22. Conflict Management Styles Survey Administration [10-15 min] Honesty -> Self learning Bear with repetitiveness. Some answers may not fit, still… Wait quietly for others to finish!

  23. Conflict Management Styles • Awareness of one’s own style the pre-requisite for selecting an appropriate course of action • Preferences become more rigid during conflicts • Rigidity and inflexibility inhibit conflict resolution…

  24. Conflict Management Style Survey • The highest number typically represents the conflict management style you perceive yourself to use most. (Most people see themselves as collaborators.) • Look at the second highest number. It typically more accurately represents your strongest conflict management style! • The lowest number represents the style in which your skills are typically the weakest. Outline a plan to strengthen your weakest conflict management style.

  25. Understanding Your Results • Collaborating (column C) allows for win/win with a focus on both task and relationship – but takes time • Compromise(column B) is intermediate – might mean splitting the difference or making more concessions – but it is quicker • Accommodating (column D) might take the form of selfless generosity or truly yielding to another’s view • Competing/Controlling (column A) may mean defending a position which you believe is right • Avoiding (column E) may mean postponing or side-stepping – but means there is no effort at task or relationship

  26. Your Style Sequence 1 – _____________ 2 – _____________ 3 – _____________ 4 – _____________ 5 – _____________ Preferred Style Sequence 1 – Collaborator 2 – Compromiser 3 – Accommodator 4 – Controller 5 – Avoider Conflict Handling Style Sequence **Preferred style sequence based on research by Leadership Center at Washington State University

  27. One right style?

  28. To be continued……..

  29. T H A N K S Dr. BinduSinghal SIHMC,GWL

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