Conflict
This document was uploaded by user and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this DMCA report form. Report DMCA
Overview
Download & View Conflict as PDF for free.
More details
- Words: 270
- Pages: 12
CONFLICT Can Be Positive Or Negative Positive Leads To Increase In Productivity Negative May Be Detrimental To The Organization’s Existence
STRATEGIES FOR RESOLVING DESTRUCTIVE CONFLICT Introduction Conflict Usually Arises Due To:
Difference In Human Needs Personality Social Structure Relationships Difference In Cultural Background
Conflict Needs To Be Resolved When: Causes Disruption In Organization Absorbs Time And Effort Focus Of Conflict Is On Internal Goals
Conflict May Be:
Cognitive: Difference In Perspective Or Judgment
Affective: Emotional And Directed At Other People
CONFLICT HANDLING MODES high a s s e r t i v e n e s s
Competing
Collaborating
Compromising Low
co-operativeness
high
Mode
Level Of Level Of Assertiveness Co-operation
Competing
High
Low
Collaborating
High
High
Avoiding
Low
Low
Accommodating
Low
High
Compromising
Moderate
Moderate
COMPETING: DESIRE TO SATISFY ONE’S INTERESTS, REGARDLESS OF IMPACT ON OTHER PARTY.
COLLABORATING: SITUATION IN WHICH PARTIES TO A CONFLICT EACH DESIRE TO SATISFY FULLY THE CONCERNS OF ALL PARTIES.
AVOIDING: DESIRE TO WITHDRAW FROM OR SUPPRESS CONFLICT.
ACCOMODATING: WILLINGNESS OF ONE PARTY IN CONFLICT TO PLACE OPPONENT’S INTERESTS ABOVE HIS/HER OWN.
COMPROMISING: SITUATION IN WHICH EACH PARTY TO CONFICT IS WILLING TO GIVE UP SOMETHING.
STRATEGIES FOR CONFLICT RESOLUTIONS GIVEN BY FELDMAN AND ARNOLD 1. AVOIDANCE 2. DEFUSION 3. CONTAINMENT 4. CONFRONTATION
CONCLUSION CONFLICT MANAGEMENT SKILLS ARE A KEY TO MANAGEMENT SUCCESS. CAN BE EITHER CONSTRUCIVE OR DESTRUCTIVE LEVEL OF CONFLICT CAN BE EITHER TOO HIGH OR TOO LOW. EITHER EXTREME HINDERS PERFORMANCE NO ONE CONFLICT RESOLUTION STRATEGY ALWAYS WORKS BEST. IT HAS TO BE SELECTED DEPENDING ON THE SITUATION.
STRATEGIES FOR RESOLVING DESTRUCTIVE CONFLICT Introduction Conflict Usually Arises Due To:
Difference In Human Needs Personality Social Structure Relationships Difference In Cultural Background
Conflict Needs To Be Resolved When: Causes Disruption In Organization Absorbs Time And Effort Focus Of Conflict Is On Internal Goals
Conflict May Be:
Cognitive: Difference In Perspective Or Judgment
Affective: Emotional And Directed At Other People
CONFLICT HANDLING MODES high a s s e r t i v e n e s s
Competing
Collaborating
Compromising Low
co-operativeness
high
Mode
Level Of Level Of Assertiveness Co-operation
Competing
High
Low
Collaborating
High
High
Avoiding
Low
Low
Accommodating
Low
High
Compromising
Moderate
Moderate
COMPETING: DESIRE TO SATISFY ONE’S INTERESTS, REGARDLESS OF IMPACT ON OTHER PARTY.
COLLABORATING: SITUATION IN WHICH PARTIES TO A CONFLICT EACH DESIRE TO SATISFY FULLY THE CONCERNS OF ALL PARTIES.
AVOIDING: DESIRE TO WITHDRAW FROM OR SUPPRESS CONFLICT.
ACCOMODATING: WILLINGNESS OF ONE PARTY IN CONFLICT TO PLACE OPPONENT’S INTERESTS ABOVE HIS/HER OWN.
COMPROMISING: SITUATION IN WHICH EACH PARTY TO CONFICT IS WILLING TO GIVE UP SOMETHING.
STRATEGIES FOR CONFLICT RESOLUTIONS GIVEN BY FELDMAN AND ARNOLD 1. AVOIDANCE 2. DEFUSION 3. CONTAINMENT 4. CONFRONTATION
CONCLUSION CONFLICT MANAGEMENT SKILLS ARE A KEY TO MANAGEMENT SUCCESS. CAN BE EITHER CONSTRUCIVE OR DESTRUCTIVE LEVEL OF CONFLICT CAN BE EITHER TOO HIGH OR TOO LOW. EITHER EXTREME HINDERS PERFORMANCE NO ONE CONFLICT RESOLUTION STRATEGY ALWAYS WORKS BEST. IT HAS TO BE SELECTED DEPENDING ON THE SITUATION.
