Conflict Management and conflict resolut

Conflict Management is the use of processes, tools, and skills to find creative and respectful ways to manage disagreements and disputes. It includes the ability to resolve conflict collaboratively through effective communication skills, such as active listening and assertive speaking.

Managing conflict is an art. It is something you improve on—not master. Individuals can increase their conflict competence through skills-based training, coaching, and having leaders who walk the talk. Direct intervention of conflict resolution practitioners can help organizations become more adept at addressing conflict and developing conflict competent employees. Successful leaders recognize the importance of these skills and the impact they have on their organization's health and productivity. They also know that the lack of these skills can lead to poor morale, decreased productivity, and low retention rates among employees. The cost of developing conflict competent employees is a fraction of the cost of unresolved conflict.

1. Conflict ManagementConflict Management
Dr Shalini KaliaDr Shalini Kalia

2. ConflictsConflicts

Conflicts occur when two or more competing Conflicts occur when two or more competing
responses or courses of action are considered for a responses or courses of action are considered for a
single event.single event.

Conflicts are normal, natural and sometimes even Conflicts are normal, natural and sometimes even
necessary for continued growth and development.necessary for continued growth and development.

A poorly handled conflict can certainly be dangerous A poorly handled conflict can certainly be dangerous
as relationships suffer and productivity declines.as relationships suffer and productivity declines.

A skillfully handled conflict acts as safety valve, A skillfully handled conflict acts as safety valve,
letting people ventilate frustrations that block their letting people ventilate frustrations that block their
effective functioning.effective functioning.

3. Sources of Organizational ConflictsSources of Organizational Conflicts

ChangeChange

Conflicting Goals and ObjectivesConflicting Goals and Objectives

Limited ResourcesLimited Resources

4. Strategies for Managing ConflictStrategies for Managing Conflict

Collaborating (win-win)Collaborating (win-win)

Compromising (win/lose-win/lose)Compromising (win/lose-win/lose)

Accommodating (Lose-Win)Accommodating (Lose-Win)

Competing (Win-Lose)Competing (Win-Lose)

Avoiding (Lose-Lose)Avoiding (Lose-Lose)

5. Collaborating (win-win) : Collaborating (win-win) : working working
together to resolve conflicts and improve relationshipstogether to resolve conflicts and improve relationships
When to useWhen to use

When there is high level of trustWhen there is high level of trust

When you do not want to have full responsibilityWhen you do not want to have full responsibility

When the people involved are willing to change their When the people involved are willing to change their
thinking as more information is found and new thinking as more information is found and new
options are suggested.options are suggested.
DrawbacksDrawbacks

The process takes a lot of time and energyThe process takes a lot of time and energy

Some may take advantage of other people’s trust and Some may take advantage of other people’s trust and
openness.openness.

6. Compromising (win/lose-win/lose): Compromising (win/lose-win/lose):
Each party sacrifices something he/she is seeking to reach an agreementEach party sacrifices something he/she is seeking to reach an agreement
When to UseWhen to Use

When people of equal status are equally committed When people of equal status are equally committed
to goalsto goals

When time can be saved by reaching intermediate When time can be saved by reaching intermediate
settlements on individual parts of complex issuessettlements on individual parts of complex issues

As a backup when collaboration is unsuccessfulAs a backup when collaboration is unsuccessful
DrawbacksDrawbacks

Important values and long term objectives can be Important values and long term objectives can be
derailed in the processderailed in the process

May not work if initial demands are too greatMay not work if initial demands are too great

7. Accommodating (Lose-Win)Accommodating (Lose-Win)
: : Accommodators give ground as a way of maintaining harmony. Accommodators give ground as a way of maintaining harmony.
Equivalent to appeasement, sacrificing one’s principles and putting Equivalent to appeasement, sacrificing one’s principles and putting
harmony above dealing with important issues.harmony above dealing with important issues.
When to UseWhen to Use

When an issue is not as important to you as it is to the When an issue is not as important to you as it is to the
other personother person

When you know you can not winWhen you know you can not win

When it is not the right timeWhen it is not the right time

When harmony is extremely importantWhen harmony is extremely important
DrawbacksDrawbacks

One’s own ideas don’t get attentionOne’s own ideas don’t get attention

Credibility and influence can be lostCredibility and influence can be lost

8. Competing (Win-Lose)Competing (Win-Lose)
A competitive approach. When goals are extremely important , one must A competitive approach. When goals are extremely important , one must
sometimes use power to winsometimes use power to win
When to UseWhen to Use

When you know you are rightWhen you know you are right

When quick decision is neededWhen quick decision is needed
DrawbacksDrawbacks

Can escalate conflictsCan escalate conflicts

Losers may retaliateLosers may retaliate

9. Avoiding (Lose-Lose)- Avoiding (Lose-Lose)- To avoid conflict whenever To avoid conflict whenever
possible and withdraw when confrontedpossible and withdraw when confronted
When to UseWhen to Use

When conflict is small and relationships are at stakeWhen conflict is small and relationships are at stake

When more important issues are pressing and you feel you do When more important issues are pressing and you feel you do
not have time to deal with this particular onenot have time to deal with this particular one

When you see no chance of having your concerns metWhen you see no chance of having your concerns met

When you are too emotionally involved and others around you When you are too emotionally involved and others around you
can solve the conflict more successfullycan solve the conflict more successfully
DrawbacksDrawbacks

People may take advantage of a person who constantly avoids People may take advantage of a person who constantly avoids
confrontationconfrontation

Important decisions may be made by defaultImportant decisions may be made by default

10. Role of Mediation in Conflict Role of Mediation in Conflict
ResolutionResolution

Mediation is an informal process in which disputing Mediation is an informal process in which disputing
parties discuss their situation with the goal of parties discuss their situation with the goal of
reaching a mutually satisfactory agreement with the reaching a mutually satisfactory agreement with the
help of a neutral third partyhelp of a neutral third party

One of the most popular dispute resolution processOne of the most popular dispute resolution process

Third party helps disputants arrive at a resolution to a Third party helps disputants arrive at a resolution to a
conflictconflict

A mediator does not make a decision or impose a A mediator does not make a decision or impose a
solution but assists the disputants as they attempt to solution but assists the disputants as they attempt to
find their own way through the conflictfind their own way through the conflict

11. Attributes of Successful MediatorsAttributes of Successful Mediators

ExperiencedExperienced

EthicalEthical

CreativeCreative

FlexibleFlexible

Engaged in ongoing Mediation TrainingEngaged in ongoing Mediation Training

EmpoweringEmpowering

12. Stages of MediationStages of Mediation

Introduction: initial statement of intentionsIntroduction: initial statement of intentions

Problem Determination: parties’ statementsProblem Determination: parties’ statements

Problem Identification: clarification of Problem Identification: clarification of
underlying problemsunderlying problems

Generation and Evaluation of Objects: creative Generation and Evaluation of Objects: creative
thinking/brainstorming/idea generationthinking/brainstorming/idea generation

Selection of Options: testing for workabilitySelection of Options: testing for workability

Agreement/no Agreement/Partial AgreementAgreement/no Agreement/Partial Agreement