conflict management (Aliv)([email protected])
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This document discusses conflict management. It begins by introducing the group members and then discusses objectives related to understanding what conflict is and how to resolve it. It provides definitions of conflict and describes different types of conflict including intrapersonal, interpersonal, and intergroup. It lists common causes of conflict and both positive and negative consequences. The document outlines healthy versus damaging conflict and gives examples of conflict in the workplace. It discusses models of conflict management and provides tips for managing conflict as a project manager. Overall, the document provides a comprehensive overview of conflict management concepts.
conflict management (Aliv)([email protected])
- 1. Welcome By Group - “Good for Everything” 1
- 2. Group Members Name ID Md. Abu Jauad Khan Aliv 11105137 Ab-e-zamzam 11105199 Gazi Masuduzzaman 11105062 Ali Hasan 11105108 Md. Zahurul Islam 11105064 2
- 3. 3
- 5. Objective What conflict is How can we resolve conflict Why conflict occurs 5
- 6. “Conflict is a form of interaction among parties that differ in interest, perceptions, and preferences” 6
- 7. Conflict Management “Whenever you're in conflict with someone, there is one factor that can make the difference between damaging your relationship and deepening it. That factor is attitude.” –William James 7
- 8. Affective Conflict / Relationship Conflict Substantive Conflict / Task Conflict Conflict of Interest / Clash of Interests Conflict of Values 8
- 9. Level of Conflict: 3 Levels 9
- 13. Major Reason for Conflict Conflict comes for differences in -- Beliefs Values Expectation 13
- 14. Conflict May Arise Insufficient information Competition for limited resources People Have different points of view Communicate to one another differently Spend large amounts of time together Depend on one another to “get the job done” 14
- 15. Lack of cooperation/trust Personal, self, or group interest Tension and stress Power and influence Two members or sub-groups use different sources or interpret the same source differently Conflict May Arise 15
- 16. Personalities Who Cause Conflict Aggressor Passive Absentee Error prone Negative attitude Chatterbox Do nothing 16
- 17. Unreliable Time waster Resentful person Personalities Who Cause Conflict 17
- 18. Functions of Conflict Conflict establishes identity Serves as a safety valve to hold the group together Increases group cohesion Tests the strength of individuals & groups Conflict spurs needed change 18
- 19. Mobilizes energy Causes competition to improve performance Enhances communication Ends non productive association Functions of Conflict 19
- 20. Negative Factors of Conflict Diverts energy from work Lowers morale Threatens psychological well-being Wastes resources Creates a negative climate Breaks down group cohesion Can increase hostility and aggressive behaviors 20
- 21. Conflict is not Always Negative 21
- 22. Positive Consequences of Conflict Leads to new ideas Stimulates creativity Motivates change Promotes organizational vitality Helps individuals and groups establish identities Serves as a safety valve to indicate problems Leads to better communication and understanding of both sides 22
- 23. Healthy vs. Damaging Conflict Healthy Conflict Disagreements that are communicated in a supportive environment that foster the generation of new ideas or ways to problem solve Tension that increases awareness or sheds light on a growing workplace problem Damaging Conflict Name Calling Personal Attacks Silent and Withdrawn, afraid to speak up Cliques, gossip and rumors Lack of Mutual Respect 23
- 24. Common Type of Conflicts Involve Manpower resources Equipment & facilities Capital expenditures Costs Technical options & trade-off Priorities Administrative procedure Scheduling Responsibilities Personality clashes 24
- 26. 5 Reasons a Dose of Conflict Might Be Healthy For Your Team Elephants aren’t allowed to hide in the room Social loafing is squashed Decisions are held to a higher standard Leadership skills are challenged and strengthened 26
- 27. International Association of Conflict Management Founded to encourage scholars and practitioners to develop and disseminate theory, research, and experience Useful for understanding and improving conflict management in family, organizational, societal, and international settings 27
- 28. More than 400 active faculty, practitioners, and students who have made it their professional home Members span over 36 countries around the world About 200 attend annual conference and connect in person 28
- 29. Conflict Management Models Distributive -- Here conflict is approached as a distribution of a fixed amount of positive outcomes or resources Khun and Poole's Model Where One side will end up winning and the other losing, even if they do win some concessions 29
- 30. Integrative -- Groups utilizing the integrative model see conflict as a chance to integrate the needs and concerns of both groups and make the best outcome possible Conflict Management Models Khun and Poole's Model Where Integrative model resulted in consistently better task related outcomes than those using the distributive model 30
- 31. If conflict erupts in your team . . Listen Acknowledge Respond Resolve Remaining Differences Remember 31
- 32. Five Steps to Managing Conflict 1. Anticipate – Take time to obtain information that can lead to conflict 2. Prevent – Develop strategies before the conflict occurs 3. Identify – If it is interpersonal or procedural, move to quickly manage it 4. Manage – Remember that conflict is emotional 5. Resolve – React, without blame, and you will learn through dialogue 32
- 33. Frequent meeting of your team Allow your team to express openly Sharing objectives Having a clear and detailed job description Distributing task fairly Never criticize team members publicly Always be fair and just with your team Being a role model 33
- 34. Project Manager Should Do There are 4 basic ways of handling conflict in the workplace: 1. Compromising 2. Smoothing 3. Collaborating 4. Forcing It is important to note that there is no one way to resolve a conflict and often managers will need to utilize multiple methods in order to reach a resolution. 34
- 35. Conflicts can be managed through…. Conflict is everywhere. We can't avoid conflict Bonding Dialogue Negotiation 35
- 37. • Contact: 88-01672462007 • Country : Bangladesh 37