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Managing Conflict

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  1. Managing Conflict Bernard L. Erven Department of Agricultural, Environmental and Development Economics Ohio State University

  2. Conflict is inevitable • Whenever two or more people work together, there will be conflict. • The manager’s challenge is how to manage the conflict not how to avoid it.

  3. Conflict: negative or positive? • Conflict may lead to improved relations and solutions to problems, i.e. be positive. • On the other hand, conflict may destroy relationships and cause additional problems, i.e., be negative.

  4. Working to avoid, bury or deny conflict results in continuation of its underlying causes. • Conflict can continue indefinitely without resolution. • The underlying causes of conflict often hinge on perceptions rather than facts. • Thus, conflict may be the unrecognized root cause of failure to resolve a problem. • The challenge is to manage conflict in a way that it turns a problem into an opportunity for improvement.

  5. Getting to Yes – Negotiating Agreement Without Giving In (Roger Fisher and William Ury, Penguin Books ISBN 01401.57352), a widely recognized authoritative book, provides the basis for the following guidelines on conflict management. • The guidelines incorporate key conflict management principles. • The guidelines center on the basic premise for successful conflict management – collaboration works best.

  6. Guidelines for collaboration • Don’t bargain over POSITIONS. • Separate the PEOPLE from the problem. • Focus on INTERESTS, not positions. • Invent OPTIONS for mutual gain. • Insist on using OBJECTIVECRITERIA.

  7. 1. Don’t bargain over POSITIONS • Produces unwise agreements. • Creates inefficiency. • Endangers an ongoing relationship. • Encourages giving in or being nice for the wrong reasons.

  8. Outcomes from bargaining • Win/Lose  One demands major concessions from the other. • Lose/Win  One makes major concessions to the other. • Win/Win  Both find an alternative that does not require onerous concessions from either.

  9. 2. Separate the PEOPLE from the problem • Make people the priority. • Recognize both substance and relationship interests. • Deal directly with people problems. • Consider perceptions, emotions and communication barriers.

  10. 3. Focus on INTERESTS, not positions • Reconcile interests, not positions. • Seek to understand the other person’s interests. • Ask, “Why?” • Ask, “Why not?” • Be hard on the problem, soft on the people.

  11. 4. Invent OPTIONS for mutual gain • Be creative. • Broaden the options beyond the obvious • Brainstorm. • Consider unusual, nontraditional and even surprising options. • Look for mutual gain. • Make the other person’s decision easy.

  12. 5. Insist on using OBJECTIVECRITERIA • Use fair standards. • Make the procedures fair. • Reason and be open to reason. • Never yield to pressure.

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