Professional Documents
Culture Documents
CHAPTER1
INTRODUCTION
TO
CONFLICT
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CONFLICT MANAGEMENT IN AN ORGANISATION
INTRODUCTION
As the pace of the life and business continues to accelerate, the
opportunities for conflict multiply. Yet, the ability to work well with others is the
single greatest determinant of success in the 21st century. Therefore, learning to
disarm and defuse confrontational situations and people is essential. One cannot
work effectively with others with clenched fists.
Conflict Management
Conflict is a form of disagreement that arises between two or more persons. In
organizations, there are many occasions where a conflict arises but they can be
overcome through full understanding and positive attitude. The state of conflict
arises due to difference of opinions, emotional disturbance, distrust, dislikes, fear
or resentment. There are two types of conflicts and they are functional (+) and
dysfunctional (-). Functional conflicts are those which results in the improvement
of group’s performance. Dysfunctional conflicts are those that obstruct and
decreases group’s performance. Conflicts can have positive as well as negative
effects, depending upon the situation and individuals. In organizations there are
three types of conflicts and they are task conflicts, relationship conflicts and
process conflict. In organizational life, there are three levels of conflicts and they
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It is very difficult to imagine a conflict free world and a conflict free organization
as every individual has a unique behavior, personality and ideas. Perception,
attitudes and motivation varies from a person to person. These factors led to the
conflicts which we encounter from time to time everywhere at home or at
workplace.
Conflict is a natural disagreement arising between two or more persons or
individuals due to their incompatible goals, believes, behavior which prevents
them from their goal achievement. It is a process in which one group or individual
perceives that their interests are being opposed or are affecting the other parties
negatively. At times, conflict leads to serious problems in an organization. But at
the same time it can create positive results also. An absence of conflict can lead to
apathy and lethargy as it helps in stimulating new ideas, providing healthy
competitions and energizing behavior of an individual in an organization.
Therefore, it is very important for an organization to manage the conflict and
formulate various strategies to resolve the conflicts arising between the individuals
in an organization.
The effect of these conflicts can be positive, neutral or negative, depending upon
the situation and individuals due to which the conflicts have been arise. Every
organization has three types of conflicts such as task conflicts, relationship conflict
and process conflict. Task conflicts deals with content and goals, relationship
conflicts are focused on interpersonal relations and process conflicts are related to
the process of doing the work. Out of these relationship conflicts are termed as
dysfunctional, as it causes difference of opinion, ego clashes and fights which is
causing an unnecessary and untimely blockage of work in an organization.
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The inter-group conflicts lead to many changes within the group and they increase
the group cohesiveness, task orientation of the group, leadership turning more
directive, definiteness of organizational structure and stressing of group unity.
There are many benefits of inter group conflicts as the conflict clarifies the real
issue, increases innovation, produces cohesiveness within the group, serves as
catharsis. The conflict solution helps in solidifying intergroup relationships.
Parties involved - There are often disparities in our sense of who is involved in the
conflict. Sometimes, people are surprised to learn they are a party to the conflict,
while other times we are shocked to learn we are not included in the disagreement.
On many occasions, people who are seen as part of the social system (e.g., work
team, family and company) are influenced to participate in the dispute, whether
they would personally define the situation in that way or not. In the above
example, people very readily "take sides" based upon current perceptions of the
issues, past issues and relationships, roles within the organization, and other
factors. The parties involved can become an elusive concept to define.
Perceived threat - People respond to the perceived threat, rather than the true
threat, facing them. Thus, while perception doesn't become reality per se, people's
behaviors, feelings and ongoing responses become modified by that evolving sense
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of the threat they confront. If we can work to understand the true threat (issues)
and develop strategies (solutions) that manage it (agreement), we are acting
constructively to manage the conflict.
So, is it still a simple definition of conflict? We think so, but we must respect that
within its elegant simplicity lies a complex set of issues to address. Therefore, it is
not surprising that satisfactory resolution of most conflicts can prove so
challenging and time consuming to address.
Conflicts occur when people (or other parties) perceive that, as a consequence of a
disagreement, there is a threat to their needs, interests or concerns. Although
conflict is a normal part of organization life, providing numerous opportunities for
growth through improved understanding and insight, there is a tendency to view
conflict as a negative experience caused by abnormally difficult circumstances.
Disputants tend to perceive limited options and finite resources available in
seeking solutions, rather than multiple possibilities that may exist 'outside the box'
in which we are problem-solving.
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SOURCES OF CONFLICT
According to both Daft and Terry, several factors may create organizational
conflict. They are as follows:
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5. Goal Differences. Conflict may occur because people are pursuing different
goals. Goal conflicts in individual work units are a natural part of any
organization.
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CHAPTER 2
LEVELS
OF
CONFLICT
IN ORGANIZATION
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Conflict between people is a fact of life – and it’s not necessarily a bad thing. In
fact, a relationship with frequent conflict may be healthier than one with no
observable conflict. Conflicts occur at all levels of interaction – at work, among
friends, within families and between relationship partners. When conflict
occurs, the relationship may be weakened or strengthened. Thus, conflict is a
critical event in the course of a relationship. Conflict can cause resentment,
hostility and perhaps the ending of the relationship. If it is handled well, however,
conflict can be productive – leading to deeper understanding, mutual respect and
closeness. Whether a relationship is healthy or unhealthy depend not so much on
the number of conflicts between participants, but on how the conflicts are resolved.
Sometimes people shy away from conflict, and the reasons for this are numerous.
They may, for example, feel that their underlying anger may go out of control if
they open the door to conflict. Thus, they may see conflict as an all-or-nothing
situation (either they avoid it altogether or they end up in an all-out combative
mode, regardless of the real severity of the conflict). Or they may find it difficult to
face conflict because they feel inadequate in general or in the particular
relationship. They may have difficulty in positively asserting their views and
feelings. Children who grow up surrounded by destructive conflict may, as adults,
determine never to participate in discord. In this situation, the person may never
have learned that there are effective, adaptive ways to communicate in the face of
conflict.
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Conflicts run all the way from minor, unimportant differences to disputes which
can threaten the existence of a relationship. Conflicts with a loved one or a long-
term friend are, of course, different from negotiating with someone who does not
care about your needs, like a stranger or a salesperson. However, there is an
underlying principle that underscores all successful conflict resolution. That is,
both parties must view their conflict as a problem to be solved mutually so that
both parties have the feeling of winning – or at least finding a solution which is
acceptable to both. Each person must participate actively in the resolution and
make an effort and commitment to find answers which are as fair as possible to
both. This is an easy principle to understand, but it is often difficult to put into
practice.
We may get so caught up with our own immediate interests that we damage our
relationships. If we disregard or minimize the position of the other person, if fear
and power are used to win, or if we always have to get our own way, the other
person will feel hurt and the relationship may be wounded. Similarly, if we always
surrender just to avoid conflict, we give the message to the other person that it is
acceptable to act self-serving at our expense and insensitive to our needs. Our
feeling of self-worth suffers, resentment festers, and we feel poisoned in the
relationship. Instead, it is healthier if both parties can remain open, honest,
assertive and respectful of the other position. Mutual trust and respect, as well as a
positive, constructive attitude, are fundamental necessities in relationships that
matter.
Most people have no interest in creating conflict with others. Most of us know
enough about human behavior to distinguish between healthy communication and
the words or actions that contribute to rocky relationships. It is in our interest to
maintain relations which are smooth, flexible, and mutually enhancing. The
problem occurs when we fail to use cooperative approaches consistently in our
dealing with others. We seldom create conflict intentionally. We do it because we
may not be aware of how our own behavior contributes to interpersonal problems.
Sometimes we forget, or we are frustrated and annoyed, and sometimes we just
have a bad day. At times we feel so exasperated that we focus on our own needs at
the expense of others’. And then we find ourselves in conflict.
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To prevent conflict from happening in the first place, it is important to identify the
ways in which we contribute to the disagreement. One way of doing this is to
identify a specific, recent conflicted situation, recall what you said, and then think
specifically about how you could have used more effective language. Think about
ways in which your communication could have set a more trustful tone or reduced
defensiveness. Then, once you have identified your part in the conflict, such as
blaming, practice working on that particular behavior for a day or a week. At the
end of the time period, evaluate your progress. Did you succeed? In what situations
did you not succeed? (While it may be the other person who created the conflict,
you are the other half of the interaction and it is your own response that you have
control over and can change.)
Once you find yourself in a conflicted situation with someone else, it is important
to reduce the emotional charge from the situation so that you and the other person
can deal with your differences on a rational level in resolving the conflict.
a) The Defusing Technique: The other person might be angry and may come
to the situation armed with a number of arguments describing how you are to
blame for his or her unhappiness. Your goal is to address the other’s anger –
and you do this by simply agreeing with the person. When you find some
truth in the other point of view, it is difficult for the other person to maintain
anger. For example, “I know that I said I would call you last night. You are
absolutely right. I wish I could be more responsible sometimes.” The
accusation might be completely unreasonable from your viewpoint, but there
is always some truth in what the other person says. At the very least, we
need to acknowledge that individuals have different ways of seeing things.
This does not mean that we have to compromise our own basic principles.
We simply validate the other’s stance so that we can move on to a healthier
resolution of the conflict. This may be hard to do in a volatile situation, but a
sign of individual strength and integrity is the ability to postpone our
immediate reactions in order to achieve positive goals. Sometimes we have
to “lose” in order, ultimately, to “win.”
b) Exploration: Ask gentle, probing questions about what the other person is
thinking and feeling. Encourage the other to talk fully about what is on his
or her mind. For example, “Are there any other thoughts that you need to
share with me?”
c) Using “I” Statements: Take responsibility for your own thoughts rather
than attributing motives to the other person. This decreases the chance that
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the other person will become defensive. For example, “I feel pretty upset
that this thing has come between us.” This statement is much more effective
than saying, “You have made me feel very upset.”
It refers to the process of identifying the best player in the industry and seeting
up the objectives and implementing the plans to acquire similar standards as of the
best player in the industry. It helps the company to make continuous improvement
in their operation and helps to achieve desired goals and objectives. Following
steps are involved in the benchmarking process.
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Intergroup relations between two or more groups and their respective members are
often necessary to complete the work required to operate a business. Many times,
groups inter-relate to accomplish the organization's goals and objectives, and
conflict can occur. Some conflict, called functional conflict, is considered positive,
because it enhances performance and identifies weaknesses. Dysfunctional
conflict, however, is confrontation or interaction between groups that harms the
organization or hinders attainment of goals or objectives.
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One of the most prominent reasons for intergroup conflict is simply the nature of
the group. Other reasons may be work interdependence, goal variances, differences
in perceptions, and the increased demand for specialists. Also, individual members
of a group often play a role in the initiation of group conflict. Any given group
embodies various qualities, values, or unique traits that are created, followed, and
even defended. These clans can then distinguish "us" from "them." Members who
violate important aspects of the group, and especially outsiders, who offend these
ideals in some way, normally receive some type of corrective or defensive
response. Relationships between groups often reflect the opinions they hold of
each other's characteristics. When groups share some interests and their directions
seem parallel, each group may view the other positively; however, if the activities
and goals of groups differ, they may view each other in a negative manner. When
trying to prevent or correct intergroup conflict, it is important to consider the
history of relations between the groups in conflict. History will repeat itself if left
to its own devices.
Limited resources and reward structures can foster intergroup conflict by making
the differences in group goals more apparent. Differences in perceptions among
groups regarding time and status, when coupled with different group goals, can
also create conflict. Reorganization of the workplace and integration of services
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and facilities can be stressful to some and create negative conflict. Some
individuals within the group have inherent traits or social histories that impact
intergroup conflict, but problems within intergroup relations are not usually caused
by the deviate behavior of a few individuals.
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barriers. The groups can discuss issues and relevant information, with or without a
facilitator, to reach resolution.
Where groups have differing goals, it may be prudent to establish some type of
goal that can only be reached when the conflicting groups work together. A super
ordinate goal not only helps alleviate conflict, it focuses more on performance,
which is what the organization needs to survive. A downside to this option is the
identification of a common enemy of the conflicting groups, who must come
together to prevail. Eventually, the solidarity crumbles and groups begin to again
turn against each other.
Another stopgap solution to conflict is simply avoiding it. Although this does not
resolve the problem, it can help get a group through a period of time, in which
those involved may become more objective, or a greater, more immediate goal
would have been met. Along those lines, another solution is smoothing the groups
by focusing on common interests and de-emphasizing the differences between
them. This approach is especially effective on relatively simple conflicts and is
viewed as a short-term remedy.
Yet another quick fix is the authoritative command, where groups, who cannot
satisfactorily resolve their conflict, are commanded by management. This response
does not usually deal with the underlying cause of the conflict, which is likely to
surface again in some way. This would probably be a choice of last resort in this
era of individual independence and self-determination.
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program must allow for creativity, approachability, and flexibility if people are
asked to utilize it. All employees should be aware or involved in the establishment
of an ADR program, if it is to work properly. Without full involvement or input,
needs assessment is hit or miss, and assumptions lead to actions, which lead to the
same place you were before. These assumptions of the organization's leadership
would not be tolerated in marketing a new product or acquiring a capital asset, so
why are people less important?
1. Build trust
2. Clearly define participants' roles and authorities
3. Establish ground rules
4. Promote leadership
5. Bring a collaborative attitude to the table
When an organization is creating a dispute resolution process, there are key factors
to success:
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Responsible measures to reduce barriers and encourage a true paradigm shift are
training, incentives, marketing, periodic review, case studies, and top management
support and participation. Facilitators trained in mediation and other forms of ADR
are a necessary resource from outside or within the organization. The workplace of
the new millennium will have in-house mediation or other conflict management
programs to reduce formal claims and act as a risk management business practice.
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CHAPTER 3
IDENTIFYING
CONFLICT
STAGES
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CONFLICT STAGES
-------------------------------------------
It has become common to describe conflicts as passing through a series of phases.
Different authors name and describe these stages differently, but most include, at a
minimum:
1. No conflict
2. Latent conflict
3. Emergence
4. (Hurting) Stalemate
5. Settlement/Resolution
These phases are frequently shown on a diagram that looks something like this,
although the accompanying text will always explain that the progress from one
stage to the next is not smooth and conflicts may repeat stages several times.
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When people more closed and clashed their egos then after start the conflict step
by step which had fallowed mention in next stage.
When the "stages of conflict" are listed by conflict scholars, the first phase is often
listed as "latent conflict" or "unstable peace," It exists whenever individuals,
groups, organizations, or nations have differences that bother one or the other, but
those differences are not great enough to cause one side to act to alter the situation.
Differential power, resources, differing interests or values all have the potential to
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spark conflict if a triggering event occurs. Citing Collins, Paul Wehr observed that,
"social life is above all a struggle for power and status regardless of the type of
structure. An inevitable power differential between groups, and between
individuals, produces latent conflict in all social relations."
Yet the seeds of conflict may exist for long periods of time without actors being
aware of them. Often one side, most likely the privileged one, is largely unaware of
the existence of tensions. While the less-privileged party may be aware of the
situation, and may even consider it unjust, the conflict does not "emerge" until they
act to change the situation.
If destructive conflict has not yet emerged, steps can be taken to minimize its
potential. Taken together, these steps are typically called "conflict prevention" or
“violence prevention”. Such steps include:
If such steps are not taken, however, the situation can fester until a triggering event
transforms the latent conflict into a manifest, "erupted," or "emerged" conflict
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After a conflict has remained latent for some time, if the underlying grievances or
frustrations are strong enough, a "triggering event" marks the emergence or the
"eruption" phase of the conflict. This event or episode may be the first appearance
of the conflict, or it may be a confrontation that erupts in the context of a
protracted, but dormant, or low-level conflict.
Modest reformist goals may appear inadequate, in the face of the revelations
evident from new encounters with the dominant groups. The goals then are
reformulated so that the adversaries are required to make more radical and extreme
changes. The conflict increasingly is seen by the opponents to be zero sum, so that
whatever one side gains is at the expense of the other.
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Once conflicts escalate for awhile, they often reach a stalemate: a situation in
which neither side can win, but neither side wants to back down or accept loss
either. Stalemates emerge for a number of reasons: failed tactics, depletion of
available resources to fuel the conflict, a reduction in support of the conflict by
group members or allies, or costs becoming too high to continue.
Despite realizing that the conflict is going nowhere, it is often difficult for parties
to transform the nature of the conflict and consider a settlement. For long-term
conflicts, individuals have been socialized to the polarized view of self and other.
They are afraid of the other side and do not want to reconcile with them or meet
their demands.
What is more, many individuals on both sides build up a vested interest in the
perpetuation of the conflict. If the conflict is bringing them political power or
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economic opportunities, they may want to keep it going, rather than working
towards de-escalation or settlement. Leaders also fear the loss of face that would
ensue if they had to admit that pursuing the conflict was a mistake. (That is why
face-saving measures are especially important for settlement.)
Eventually, conflicts reach a point at which a sort of equilibrium sets in, in which
neither side is getting any closer to achieving its goals and which no one is happy
with the situation. They come to realize that the costs of continuing the struggle
exceed (oftentimes greatly exceed) the benefits to be gained. This is the situation
known as the "mutually hurting stalemate" which is often ripe for the introduction
of proposals for settlement.
(5)Settlement Stage
Goals also change as intractable conflict's end. Thus, after de-escalation, neither
side's new goals include the destruction of its adversary. This change may reflect
the separation of a few leaders on one side from their now-transformed
constituency. The members of a communal or ideological organization may
repudiate the organization leaders upon their defeat, and the victorious other side
may accept the repudiation as genuine.
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If most or all of the underlying causes of the conflict are finally remedied, the
conflict may be resolved permanently or at least for a long time. If some
grievances remain, however, the conflict may be simply "settled" for the time
being, but may develop again later as grievances again become significant. Thus,
even at the supposed "end" of an intractable conflict, the path to resolution is not
always smooth and linear, but may fall back into previous stages if conditions
change.
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CHAPTER 4
TRANSACTIONAL
ANALYSIS
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Transactional Analysis
We each have internal models of parents, children and also adults, and we play
these roles with one another in our relationships. We even do it with ourselves, in
our internal conversations.
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Parent
There are two forms of Parent we can play.
The Nurturing Parent is caring and concerned and often may appear as a
mother-figure (though men can play it too). They seek to keep the Child safe and
offer unconditional love, calming them when they are troubled.
The Controlling (or Critical) Parent, on the other hand, tries to make the Child
do as the parent wants them to do, perhaps transferring values or beliefs or
helping the Child to understand and live in society. They may also have negative
intent, using the Child as a whipping-boy or worse.
Adult
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The Adult in us is the 'grown up' rational person who talks reasonably and
assertively, neither trying to control nor reacting. The Adult is comfortable with
them and is, for many of us, our 'ideal self'.
Child
There are three types of Child we can play.
The cutely-named Little Professor is the curious and exploring Child who is
always trying out new stuff (often much to their Controlling Parent's annoyance).
Together with the Natural Child they make up the Free Child.
The Adaptive Child reacts to the world around them, either changing them to fit
in or rebelling against the forces they feel.
Communications (transactions)
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Parents naturally speak to Children, as this is their role as a parent. They can talk
with other Parents and Adults, although the subject still may be about the
children.
The Nurturing Parent naturally talks to the Natural Child and the Controlling
Parent to the Adaptive Child. In fact these parts of our personality are evoked by
the opposite. Thus if I act as an Adaptive Child, I will most likely evoke the
Controlling Parent in the other person.
We also play many games between these positions, and there are rituals from
greetings to whole conversations (such as the weather) where we take different
positions for different events. These are often 'pre-recorded' as scripts we just
play out. They give us a sense of control and identity and reassure us that all is
still well in the world. Other games can be negative and destructive and we play
them more out of sense of habit and addiction than constructive pleasure.
Conflict
Complementary transactions occur when both people are at the same level. Thus
Parent talking to Parent, etc. Here, both are often thinking in the same way and
communication is easy. Problems usually occur in Crossed transactions, where
the other person is at a different level.
The parent is either nurturing or controlling, and often speaks to the child, who is
either adaptive or ‘natural’ in their response. When both people talk as a Parent to
the other’s Child, their wires get crossed and conflict results.
Life Positions
In the process of developing an identity people define for themselves, early in life,
what the meaning of their life or existence is. Some people decide they are OK and
are going to have a good life; but many others decide they are not OK and will fail
in some way. That expectation based on a decision of how life will be is their
existential position.
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Negative Positive
Obviously, I am OK, you are OK life position is the most healthy life position.
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Given below are some of these games, the ones that are particularly played in
an organization's environment:
Blemish: It is played to enjoy superior feelings. The person playing this game will
find a minute fault (blemish) in other person's behavior or performance despite the
fact that the job has been overall done well. The initiator of the game will open his
comments with, "It's OK, you finally did well, but...........”
Now I've got you: The person playing this game will set up or dig out a situation
where the other person made some mistake, only to step in at a later stage to point
out that mistake, with superior posture and smile of triumph.
Mine's better than yours: In this game the initiator consistently uses superlatives
which show him in a superior position over the others. The usual expressions are,
"I always stay in five star hotels when on holidays". "I was ill but it wasn't as bad
as Mr. XYZ". "My children go to the best school in the town" etc.
Why don't you, yes but: The initiator of the game invites suggestions or ideas
from others in a meeting or in day-to-day encounters and when idea is given with,
"Why not try this method......" the person playing this game always finds an
objection by saying, "Yes, but, will it work or yes, but did you consider the high
costs involved" etc. The suggestion howsoever good it may be is always played
down with, "Yes, but.......”
I was only trying to help you out: In this game, the game player is usually
behaving from his nurturing parent ego state. He will offer probably unsolicited
advices to others time and again and due to this if his advice is rejected or not
heeded to, he will say, "I was only trying to help you out" blaming the other person
for not taking the advice in the right spirit.
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Kick me: This person will provoke criticism from others and keeps making
mistakes and keeps getting negative strokes from others. He is out to confirm his
"Non OKness".
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CHAPTER 5
CONFLICT
MANAGEMENT
TECHNIQUES
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1. Collaborating: win/win
2. Compromising: win some/lose some
3. Accommodating: lose/win
4. Competing: win/lose
5. Avoiding: no winners/no losers
1. Collaborating
When to use:
Drawbacks:
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2. Compromising
When to use:
Drawbacks:
3. Accommodating
When to use:
Drawbacks:
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4. Competing
When to use:
Drawbacks:
5. Avoiding
No winners, no losers
Fundamental premise: This isn't the right time or place to address this issue
Strategic philosophy: Avoids conflict by withdrawing, sidestepping, or
postponing
When to use:
Drawbacks:
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CHAPTER 6
CONFLICT
RESOLUTION
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5 Steps: Overview
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What are some behaviors by other people that tend to be difficult for me to handle
during conflict? How do I tend to respond when confronting such behaviors? How
would I prefer to respond?
What are some things that I can do for myself that help me develop a more
personally affirming environment… in other words, how can I treat myself with
respect, so I can draw on that energy in times of stress?
needs to be negotiated:
Substantive needs have to do with the "stuff" of the conflict… often the problem
that we feel needs to be solved.
Procedural needs relate to the process of addressing these substantive needs.
Ground rules, for example, are a process step that can help ensure that all
stakeholders feel included in a meaningful way.
Psychological needs relate to a fostering a safe environment, one in which people
are willing to take the risks involved in honestly communicating their differences,
concerns and potential similarities to one another.
In any dispute, all three types of needs are present and must be addressed. . If we
are going to really try to build a meaningful agreement, we will need to understand
how these various needs are present for each person in the situation.
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Safe Space
In order to have a constructive conversation, people generally need to feel that they
are in a "safe place," --a place where they can take the risks involved in honest
communication about meaningful issues.
Appropriate Time
Be sure that the time is also acceptable and appropriate. Do not try to negotiate a
complex agreement in fifteen minutes! If time is limited, agree on a scope for this
discussion and then set up an opportunity for follow-up. You might say, "Let's get
started in the brief time we have available and then get together again."
Consider the use of third parties as appropriate to the needs of the situation:
Facilitators and mediators can impartially focus on the process, so people
involved in a dispute can fully participate in dialogue. Advocates can be especially
helpful when there are significant power differences, or when one party or another
might require additional support and assistance in order to effectively participate.
The Employee Assistance Office, or the Office of Quality Improvement, or the
new Embeds Program for Faculty and Staff, or the Union Leaders and Stewards
are excellent resources for assistance.
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When listening to the other person's point of view, the following responses are
often helpful:
Encourage the other person to share his "I want to understand what has upset
or her issues as fully as possible. you."
Restate what you have heard, so you are "It sounds like you weren't expecting
both able to see what has been that to happen."
understood so far - it may be that the
other person will then realize that
additional information is needed.
Reflect feelings - be as clear as possible. "I can imagine how upsetting that must
have been."
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Validate the concerns of the other "I really appreciate that we are talking
person, even if a solution is elusive at about this issue."
this time. Expressing appreciation can
be a very powerful message if it is "I am glad we are trying to figure this
conveyed with integrity and respect. out."
By taking a listening stance into the interaction, you set the scene for your
opportunity to share your concerns about the conflict. Again, we recognize that this
can be very challenging! But, if you persevere, the effort is often worth it.
At this stage of the discussion, good rules for problem solving and analysis apply.
Use whatever tools and processes you may have at your disposal in order to engage
in a creative, and productive process, as well as the use of an external facilitator or
mediator if you feel it would be beneficial to the group engaged in negotiations.
Be sure to take one issue at a time, starting with an issue that both of you agree is
worthy of discussion. Try to make it a "bitable bite," rather than the most difficult
issue of conflict.
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Clarify the criteria that you are using for evaluating options - sometimes, this
can be an important insight for people as they negotiate, because they may have
different notions of what they value in a good solution. For example, one person
may value a quick solution, while the other wants one that is longer lasting. One
person may want to do something that is inexpensive, staying within our current
budget, while the other person may feel that it is okay to spend more today to save
money and stress in the future.
a. Clarify Feelings
b. Focus on Underlying Needs, Interests, and Concerns
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It may also be true that certain issues will not present immediate solutions, and an
impasse will be reached regarding such issues. Impasse is the point within a
dispute in which the parties are unable to perceive effective solutions. People feel
stuck, frustrated, angry, and disillusioned. As a result, they might either dig their
heels in deeper, anchoring themselves in extreme and rigid positions, or they might
decide to "take their marbles and go home," withdrawing from negotiation. Either
way, impasse represents a turning point in our efforts to negotiate a solution to the
conflict. As such, rather than avoiding or dreading it, impasse should be viewed
with calm, patience, and respect.
These are all important questions to keep in mind, so you may remain focused on
your priorities in a realistic manner. Collaborative efforts to negotiate solutions to
conflicts are not necessarily driven by shared goals or concerns; indeed, you may
have very different 'visions' for the organization, even if you work together. But
you may still find it worthwhile to negotiate together because the alternatives are
more costly. In the end, your decision regarding whether or not to continue
negotiating will be based upon self-interest and your best opportunities to meet
your needs.
A number of strategies for managing impasse exist, and each may be considered
for its potential contribution to your specific situation. As you seek to navigate this
tricky stage of the process, be sure to check your own energy along the way. It is
better to take breaks (a few minutes, a few days - whatever is appropriate) in order
to regain your energy and focus for the challenge. Try not to view such breaks as
complete opportunities to withdraw from the negotiation process; rather, we should
structure these times between conversations as opportunities for reflection,
examination of the true needs of the situation, and consideration of possible
alternatives that we may have been reluctant to consider in the heat of the moment.
If you are working with a third party mediator or facilitator, breaks may also
provide an opportunity to "caucus" in separate meetings that allow you to gain
perspective on your frustrations and other resentments towards the other party. By
taking such reflective time, you return to the conversation with a clearer sense of
your commitment, as well as parameters that exist for you at this time.
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OK, so you are coming down the 'home stretch' and everything is looking rosy…
right? Not likely… people have been working hard to overcome their differences
and have painstakingly crafted some ideas that may be helpful to their situation.
While occasionally people are feeling pretty good at this point, they are much more
commonly feeling exhausted and uncertain. Therefore, the final step of the process
is just as important as the others along the way.
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It is often useful to build into the agreement and opportunity to "check back" with
each other to evaluate progress towards implementation. In this way, any concerns
about the agreement can be uncovered in a timely way, rather than waiting for
problems to worsen. Such a meeting also provides an opportunity to recognize
your good work and progress together - all right! We're actually moving in the
right direction! Finally, such a meeting can be quite important for providing a safe
space in which to explore additional issues and concerns, especially those that were
not viewed as "safe" to explore in the previous conversation. Sometimes, we also
find that by implementing solutions to the problems that were discussed, we realize
there were other "undiscussables" that we weren't conscious of or which we were
reluctant to raise. By peeling away another "layer of the conflict," we may get to
important conversations, even if they prove to be difficult. In that event, it is
important to return to the first steps of the process, and proceed with patience,
flexibility and respect.
When considering how to negotiate, it is important to take into account the spaces
and rooms in which we do so. As noted earlier, identify a neutral space for the
discussion whenever possible. Then take a few moments to consider the following:
1. What type of privacy do we have in this space? Are we able to ensure that what
we say in this area will remain as confidential as we would like it to be?
2. Is the table conducive to good conversation? Some tables are long, situated so
people either can't see and hear each other or are set up in 'opposing'
seats. Seek a round table if possible, or sit at the end of a longer table so you
are able to easily communicate.
3. Use seats that convey fairness and equality, especially in situations in which
one person supervises (or otherwise has power over) the other person. Avoid
large, ornate chairs that communicate prestige and power for such
discussions; the people in the room know who has power, so we must work
diligently to improve the sense of safety required to take the risks to
negotiate a solution.
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4. Have resources that support problem solving present for you to use: a flip
chart or white board, steno pads, "Post-It notes," etc. can be important as
your discussion evolves into a productive meeting.
As with other advice on this site, our goal is to enhance your opportunities to
effectively negotiate solutions to the conflicts you confront in your work at the
university. By attending to the space in which you negotiate, making it supportive
of the purpose that has brought you to the table; you increase your chances for
success.
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CHAPTER 7
CONFLICT RUN
IN
FAMILY BUSINESS
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V/s
This chapter shows case example of conflict which is run in family business
between Anil Dhirubhai Ambani Group (ADAG) and Mukesh Ambani (RIL).
Introduction to RIL
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India's private sector Fortune Global 500 companies, being ranked at 206th
position (2008). It was founded by the Indian industrialist Dhirubhai Ambani in
1966. Ambani has been a pioneer in introducing financial instruments like fully
convertible debentures to the Indian stock markets. Ambani was one of the first
entrepreneurs to draw retail investors to the stock markets. Though the company's
oil-related operations form the core of its business, it has diversified its operations
in recent years. After severe differences between the founder's two sons, Mukesh
Ambani and Anil Ambani, the group was divided between them in 2006. In
September 2008, Reliance Industries was the only Indian firm featured in the
Forbes's list of "world's 100 most respected companies".
Products
Reliance Industries Limited has a wide range of products from petroleum products,
petrochemicals, to garments (under the brand name of Vimal), Reliance Retail has
entered into the fresh foods market as Reliance Fresh and launched a new chain
called Delight Reliance Retail and NOVA Chemicals have signed a letter of intent
to make energy-efficient structures.
Introduction to RNRL
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RNRL has also been awarded an oil and gas block with acreage of about 3,619 Sq.
Kms. in the state of Mizoram under the sixth round of the New Exploration
Licensing Policy (NELP–VI) for the exploration and production of oil and gas. The
Company has received PEL for this block and has commenced exploration
activities.
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During the annual general meeting of RNRL on 29 July 2009, Anil Ambani
accused the petroleum ministry of siding with RIL and accused RIL of inflating the
capital expenditures and being greedy to earn supernatural profits 30 MPs of Left
Front asked the government to take over the distribution and marketing of gas from
the basin. They also urged the government to reduce the gas price to $2.34/mmbtu.
On 8 August, RIL president Atul Chandra issued a statement which rejected the
allegations of Anil Ambani as baseless, tendentious and motivated. Following this,
ADAG started publishing advertisements in national media criticizing Reliance
and the Petroleum Ministry and claiming that the government will receive only Rs
500 crore from the project. On 21 August, Government of India described the
campaign by Anil Ambani as unfortunate and claimed that it is expected to earn Rs
84,000 crore from the project.
(Appendix)
Pricing feud
This price was lower than $4.20 per million units set by the government in 2006
for all buyers of gas from the basin.
Anil Ambani has not accepted the higher selling price set by the government,
citing the agreement with his elder brother.
On 15 June, his company won a case in the Bombay High Court, asking his elder
brother's company to honor the family agreement.
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Mukesh Ambani has appealed against the judgment in the Supreme Court - the
court gave its hearing on the 1st September.
India's oil ministry has also become embroiled in the controversy - federal oil
Minister Murli Deora has been criticized by Anil Ambani for allegedly siding with
his elder brother.
In return, Mr. Deora has said gas is a national property and belongs to the people
of India - "It really doesn't belong to them [Mukesh and Anil Ambani]," he told
reporters.
CHAPTER 8
ARTICLE
ON
ORGANIZATIONAL
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CONFLICT
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In my work with public sector managers and supervisors, the issue that generates
the most emotion, and frustrated comments, is conflict within the organization.
We generally do not look at conflict as opportunity -- we tend to think about
conflict as unpleasant, counter-productive and time-consuming. Conflict that
occurs in organizations need not be destructive, provided the energy associated
with conflict is harnessed and directed towards problem-solving and organizational
improvement. However, managing conflict effectively requires that all parties
understand the nature of conflict in the workplace.
In this first part of our organizational conflict series, we are going to discuss
deveral views of conflict. In later issof The Public Sector
Managerwewilreturntothe topic with more specific tips on how organizational
conflict can be directed to achieve positive ends.
There are two ways of looking at organizational conflict. Each of these ways is
linked to a different set of assumptions about the purpose and function of
organizations.
The Bad
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analogy we can see the sense in this. What would happen to time-telling if the
gears in our traditional watches decided to become less traditional, and re-define
their roles in the system?
The Good
The functional view of conflict also suggests that conflict provides people with
feedback about how things are going. Even "personality conflicts" carry
information to the manager about what is not working in an organization, affording
the opportunity to improve.
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So, the task is to manage conflict, and avoid what we call "the ugly"....where
conflict is allowed to eat away at team cohesiveness and productivity.
The Ugly
We have the good (conflict is positive), the bad (conflict is to be avoided), and now
we need to address the ugly. Ugly occurs where the manager (and perhaps
employees) attempt to eliminate or suppress conflict in situations where it is
impossible to do so. You know you have ugly in your organization when:
3. There is a good deal of private bitching and complaining but little attempt to
fix the problem
4. Staff show little interest in working to common goals, but spend more time
and energy on protecting themselves
Ugly Strategies
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In future articles we will look at what you can do to proactively manage conflict to
increase the probability that positive outcomes occur. Right now, let's look at
some common strategies that result in the increase of ugly conflict.
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The final "ugly strategy" is normally the strategy which is used by managers who
mistakenly think that they can order people to not be in conflict. Using regulations
and power, the person using the approach "leans on" asks people to repress the
outward manifestations of conflict.
Of course, this doesn't make conflict go away, it just sends it scuttling to the
underground, where it will grow and increase its destructive power.
Conclusion
The notion that conflict should be avoided is one of the major contributors to the
growth of destructive conflict in the workplace. The "bad" view of conflict is
associated with a vision of organizational effectiveness that is no longer valid (and
perhaps never was). Conflict can be directed and managed so that it causes both
people and organizations to grow, innovate and improve. However, this requires
that conflict not be repressed, since attempts to repress are more likely to generate
very ugly situations. Common repression strategies to be avoided are: no action,
administrative orbiting, secrecy and law and order.
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CONCLUSION
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Conflict management is people oriented but at the same time all the processes
should be focused on achieving strategic aims, goals and mission of the
organization.
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BIBLIOGRAPHY
BOOKREFERENCE
Eric Berne, (1964), Games People Play: The Psychology of Human Relationships,
Balantine Books.
Bolton, Robert, People Skills: How to Assert Yourself, Listen to Others &
Resolve Conflicts, Simon and Schuster, 1979.
Heitler, Susan M, From Conflict to Resolution, W.W. Norton and Co., New York,
1990.
Webster's Dictionary
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Peg Pickering, How to Manage Conflict: Turn all conflicts into win-win
outcomes, Jaico Publishing House, Mumbai.
WEBSITES
http://www.beyondintractability.org
http://www.ohrd.wisc.edu
NEWSPAPERS
NEWS CHANNEL
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