Competing has high concern for personal goals and low concern for relationships. They may be 'feeling swallowers,' 'subject changers' or 'avoiders.' Attackers attack either up-front or behind-the-back.ĮXHIBIT 9 shows five different types of conflict handling behaviour: competing, collaborating, compromising, avoiding and accommodating. Concealers conceal their feelings and do not work towards resolution of conflicts. Addressers may be 'first steppers' or 'confronters,' depending upon the desire to resolve the conflict. Addressers take risks and try to resolve conflicts. These are addressers, concealers or attackers. Show EXHIBIT 8 and discuss the three main categories of response style. The design approach uses conflict as a situation and attempts to resolve it through creativity. Problem solving entails identifying causes of conflict and removing them. Negotiation is compromise, with a third party playing an important role. Fight is not a healthy and positive approach. Fight, negotiation, problem solving and design are four ways of dealing with a conflict situation. Conflict situations often lead to the generation of new ideas and change.įrom here on, the discussion should focus on conflict resolution. Modern theory considers conflict as a natural and inevitable outcome of human interaction. Traditional theory considers people involved in conflict situations as trouble makers. There are two theories of conflict management. Worth is the self-esteem of an individual. Organizational demands relate to job performance expectations. Power is the capacity and means to make people work. Power, organizational demands and worth are three important elements of conflict. Show EXHIBIT 5 and discuss elements of a conflict. Show EXHIBIT 4 and discuss the various stages - from inception to end - through which a conflict evolves. Conflicts could hinder smooth working or the decision making process, or create competing coalitions or reduce productivity. They may help diffuse more serious conflicts, stimulate a search for new facts or resolution, increase group cohesion and performance, and demonstrate the power or ability of the conflicting parties. Conflict situations result in negative and positive effects. Show EXHIBIT 3 and discuss the effects of conflicts on an organization. Observe that very often these situations cannot be easily changed. Show EXHIBIT 2 and discuss the main conditions which influence an organization towards conflict situations. Other causes of conflict can be communication gaps personality differences substandard performance disputes over approaches, responsibility and authority lack of cooperation or competition for limited resources. Interpersonal conflicts arise because of differences in personality, perceptions, status and ideological and philosophical outlooks. Tangible as well as intangible costs may provoke conflict, and also help towards its resolution. Fair is the sense of fairness, which determines the moral values of an individual. Force of any kind initiates and concludes conflicts. People disagree because they see things differently, want different things, have thinking styles which encourage them to disagree, or are predisposed to disagree.Ĭonflict situations arise because of fear, force, fair or funds. Some of these may be difficult to identify.Ĭonflict is a 'clash of interests, values, actions, views or directions.' Show EXHIBIT 1 and point out that disagreement among people is the underlying basis of conflict. There are several reasons for conflicts to arise. What effects had these conflicts on the working of the organization? After a brief discussion on these issues, observe that, as interdependence increases, conflicts are bound to increase. Some of these may have been resolved, while others would have remained unresolved. Sources of conflict in a research organizationĪsk participants: "What is a conflict?" "Why does it arise?" "How is it resolved?"Įncourage participants to share their experiences of different types of conflict in their organizations. Ways to deal with conflict situations: response styles and conflict resolution behaviour.Ĭonditions leading to conflict situations in organizationsĬommon types of conflict in research organizations Elements and stages in the conflict process.ĥ. At the end of this session, participants should be able to understand and appreciate:Ĥ.
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