CONFLICT MANAGEMENT TECHNIQUES

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CONFLICT MANAGEMENT TECHNIQUES

• CONFLICT RESOLUTION TECHNIQUES
• CONFLICT STIMULATION TECHNIQUES

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CONFLICT RESOLUTION TECHNIQUES CONFLICT
RESOLUTION BASICS

• Attack the problem not the person
• Define the problem
• Explore each person's perception of the problem
• Try to understand and respect each point of view
  without judging
• Concentrate on interests, not positions
• The position is the outcome you are interested in
  getting
• The interest is why you want that outcome
• Interests that are involved in conflicts are
  usually related to our basic needs. When we focus
  on interests instead of positions we can start to
  find solutions.
• Come up with options in which both sides can win
  (Win-Win options)
• Cooperate together to solve the problem fairly
• A fair solution respects the interests of both
  sides

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• PROBLEM SOLVING
• FACE TO FACE MEETING OF CONFLICTING PARTIES
  FOR THE PURPOSE OF IDENTIFYING THE PROBLEM AND
  RESOLVING IT THROUGH OPEN DISCUSSION.
• SUPERORDINATE GOALS
• CREATING A SHARED GOALTHAT CAN NOT
  BE ATTAINED WITHOUT THE COOPERATION OF EACH OF
  THE CONFLICTING PARTIES.
• EXPANSION OF RESOURCES
• WHEN A CONFLICT IS CAUSED BY SCARCITY OF A
  RESOURCE SAY. MONEY, PROMOTION, OPPORTUNITIES,
  OFFICE SPACE- EXPANSION OF RESOURCES CAN CREATE A
  WIN-WIN SOLUTION.

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• AVOIDANCE
• WITHDRAWAL FROM, OR SUPPRESSION OF ,
• THE CONFLICT.
• SMOOTHING
• PLAYING DOWN DIFFERENCES WHILE
  EMPHASIZING COMMON INTEREST BETWEEN THE
  CONFLICTING PARTIES.
• COMPROMISE
• EACH PARTY TO THE CONFLICT GIVE UP SOME THING
  OF VALUE.
• AUTHORITIVE COMMAND
• MANAGEMENT USES ITS FORMAL
  AUTHORITY TO RESOLVE THE CONFLICT AND THEN
  COMMUNICATE ITS DESIRES TO THE PARTIES INVOLVED.

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• ALTERING HUMAN VARIABLE
• USING BEHAVIORAL CHANGE TECHNIQUES SUCH AS
  HUMAN RELATIONS TRAINING TO ALTER ATTITUDES AND
  BEHAVIORS THAT CAUSE CONFLICT.
• ALTERING STRUCTURAL VARIABLE
• CHANGING
  THE FORMAL ORGANISATION STRUCTURE AND THE
  INTERACTION PATTERN OF CONFLICTING PARTIES
  THROUGH JOB REDESIGN, TRANSFER, CREATION OF
  COORDINATING POSITIONS, AND THE LIKE.

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CONFLICT STIMULATION TECHNIQUES

• Stimulating conflict can provide several benefits
  to the organization. They provide the
  organization a means to introduce radical change.
  Management can drastically change the existing
  power structure and attitudes.

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• COMMUNICATION
• USING AMBIGUOUS OR
  THREATNING MESSAGES TO INCREASE CONFLICT LEVEL.
• BRINGING IN OUTSIDER
• ADDING EMPLOYEES TO A
  GROUP WHOSE BACKGROUNDS, VALUES, ATTITUDES OR
  MANAGERIAL STYLE DIFFER FROM THOSE OF PRESENT
  MEMBER.
• RESTRUCTURING ORGANISATION
• REALIGNING WORK
  GROUPS ALTERING RULES AND REGULATIONS, INCREASING
  INTERDEPENDENCE AND MAKING SIMILAR STRUCTURAL
  CHANGES TO DISRUPT THE STATUS QUO.

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THANK YOU