Conflict resololution,role of hr in resolution

Conflict resolution techniques in modern day organizations is critical for overall productivity

1. ROLE OF HR MANAGERS IN
CONFLICT MANAGEMENT
DR.CHRISTINENGARI( PHD HRM)
HRM CONSULTANT

2. Outline
Definition of Terms:
Conflict
Conflict resolution
Conflict transformation
•Conflict cycle
Causes and effects of conflict (conflict tree)
Types of conflict
Stages of conflict
Conflicts management

3. Meaning of conflict
•What images come to mind when the term
‘conflict’ is mentioned?
•Are there positive things about conflict?
Note: Conflict is part and parcel of life .
It is not always negative

4. Definitions
Conflict:-Arelationshipbetweentwoormore
parties(individualsorgroups)whohave,or
thinktheyhaveincompatiblegoals.
•Itoccurswhenpeopleexperiencetensionintheir
relationshipwithothersbecauseofaperception
thattheirneedsarenotbeingmet

5. Meaning.
•Conflictisaclashofinterests,values,actions,
viewsordirections.
•Theyarerevealedwhenpeoplelookata
problemfromtheirviewpointalone.
•Conflictisanoutcomeoforganizational
intricacies,interactionsanddisagreements.

6. Conflict management
Conflictmanagementistheprocessofplanning
toavoidconflictwherepossibleandorganizing
toresolveconflictwhereitdoeshappen,as
rapidlyandsmoothlyaspossible.
Depending on the type of conflict, the actors
would vary. A conflict situation might include:
The 1st party (causing conflict)
The 2nd party (the offended); and
The 3rd party (neutral and meant to resolve a
conflict)

7. Definition continued
Conflict Resolution
•Thisisanaspectofconflictmanagement
whichseekstobuildnewlasting
relationshipsbetweenhostileindividuals
orgroups

8. Conflict Transformation
•Thisisthehighestlevelofconflictmanagement.
•Conflicttransformationreferstotheprocessofmoving
fromconflict-habituatedsystemstopeacesystems.
•Itaddressesunderlyingcausesofconflictwhether
personal,relational,structuralorculturallevels.
•Ittransformsthenegativeenergyofwarintopositive
socialandpoliticalchange

9. Stages of conflict

10. Stages of conflict explained
Tensiondevelopment
•Partiesbegintakingsides.Tensiondevelopmentmayappear
immediatelyorovertime.
•Interventionopportunity:gatheringandprovidingobjective
information,listeningtoallsides,reframingtheissueor
problem.
Roledilemma
•Employeesinvolvedstartaskingquestions:whatishappening,
whoisright,whatshouldbedone?Basedonthisinformation
theymaytrytotakesides.Thismayhappenatthesametimeas
tensiondevelopment.

11. cont
•Interventionopportunity
•gatheringandprovidingobjectiveinformation,
listeningtoallsides,leadingadiscussiontohelpall
sidesseethecomplexity,values,andperceptions
aroundtheissue.
•Buildingtrust,emphasizingrecognitionofcommon
ground,identifyappropriatejurisdictionissues.

12. Injusticecollecting
Eachsideseekstogathersupport.
Eachitemizestheproblem,justifiestheirposition,
andthinksofeitherrevengeorstrategiesto'win'.
Interventionopportunity
Atthisstageoftheconflictcyclemaybethelast
chancetobuildtrustandestablishsenseofcommon
groundwithrespecttoeithertheissue,asolution,or
desiredoutcome.

13. Confrontation
At this stage the conflict is open .
Each side gathers resources and finds allies in
order to increase confrontation.
Relationships between the two sides become
very strained leading to polarization between
the supporters of each side.

14. cont
Interventionopportunity
•Effectivefacilitation,gatheringand
providingobjectiveinformation,listening
toallsides,reframingthechallenge,
highlightingallsidesandthecomplexity,
values,andperceptionsaroundtheissue.
•Brainstormcauses,alternatives,
consequences,seekwin-wins,outlinehow
decisionswillbemadeandstepsforward.

15. CONT
Adjustments
•Confrontationmaybelessenedoravoidedbyone
orbothpartiesmakingadjustments.
Interventionopportunity
emphasizingthewin-winwhileapplaudingthe
insightsandperspectivesofeveryoneeventhose
whomaynotbecompletelysatisfied.
Providingfollow-upinformation.Consider
highlightinglessonslearned,etc.

16. Causes and effects of conflicts
•These are better understood through the
use of a structure of a tree

17. Common causes of workplace
conflict
•poor management
•unfair treatment
•unclear job roles
•inadequate
training
•poor
communication
•poor work
environment
•lack of equal
opportunities
•bullying and
harassment
•significant
changes to
products,
appraisals or
pay systems

18. Major causes of workplace conflict
Personalityclashes
•The'personalitymix'withinateamcanbeupsetwhena
newmemberofstaffjoinsoriftwocolleaguessuddenly
fallout.Individualsmayalsorespondtodifficultor
challengingsituationsinanunhelpfulorunproductive
way.
Unrealisticneedsandexpectations
•Conflictatworkcanoftenbecausedwhenemployers
ignoretheneedsofemployeesorsetunrealistic
expectations.Forexample,arranginghoursthatmakeit
difficultforemployeestocarryoutchildcare

19. cont
Businessvalues
•Mostpeoplehaveveryclearideasaboutwhatthey
thinkisfair,andyourorganisation'sproceduresand
policiesmaynotreflectthis.
•Givesomeoneafairhearingorexplainingthe
reasoningbehindadecision.
Unresolved workplace issues
•For example, an employee might ask to be moved to
another team because of their manager's 'aggressive'
leadership style.

20. Cont
•Increase in workload
•Whenemployeesfeelthattheyare
pushedtoohard,resentmentsetsinif
theyfeeltheirworkloadis
unmanageable.

21. Conflict tree

22. Causes cont.
THE CONFLICT TREE
Conflict is likened to a tree with three
main parts or elements.
Roots
Trunk
Branches/leaves/fruits

23. Root (Causes)
These are the structural or causal
factors of conflicts
Although they are the invisible (buried)
contents of the tree, the roots are the
anchor and Source of life for the tree
The root causes are the underlying
factors that cause conflicts

24. The Trunk (Manifestation)
It is the part that connects the roots and the branches.
It is difficult to distinguish the link of the trunk to a
particular string of the roots.
Manifestation of a certain behaviour cannot be entirely
linked to one causal factor
The trunk gives onlookers some clue about the name
and nature of the tree.
It is possible to identify employees who are likely to
cause conflicts by focusing on the manifested behavior.

25. The Trunk (Manifestation)-cont.
Examples of what would form the trunk would be:
Disinterest in work
High Level Stress (psychosomatic illnesses,
withdrawal, involvement in too many activities
and lack of concentration.)
Negative attitude
Low self esteem
Negative self concept

26. The Branches, leaves and fruits (Effects)
These are the consequences of the conflicts. They
include:
Drugs and Substance Abuse
Bullying
Absenteesim
Poor performance
Aggression
Violence
Suicidal tendencies
depression

27. Soil Structure
Good soil for conflict in an organization would be
represented by:
A negative culture
Laziness, apathy,
Poor leadership
Favourism
Selfishness
Lack of values
weak and ineffective rules
Lack of fairness

28. Situations that would lead to conflict include:
•Resistance to change
•Poor employee relations
•Poor work habits
•Poor communication
•Unclear job expectations
•Differences in personality
•Poor leadership skills

29. Types of Conflict.
Conflictsareunderstoodfromthe
relationshipbetweenbehaviorand
goalsorinterests.

30. TYPES OF CONFLICTS

31. Cont.
Noconflict:-thecommonperceptionisthatthis
situationismostpreferable.
However,foranygrouporsocietytodevelopan
elementofconflictisdesirable
Latentconflict:-thisisbelowthesurfaceandneeds
tobebroughttotheopenbeforeitcanbe
effectivelyaddressed.
Ifthisisnotaddresseditmayleadtoanopen
conflict

32. Cont.
Surfaceconflict
-thisisnotdeeprootedandmaybeonlya
misunderstandingofgoals.
Itcanbeaddressedthroughimproved
communication
Openconflict:
thisisdeeprootedandveryvisible.
Itmayrequireactionsthataddresstheroot
causesandtheeffects

33. Handling of Conflicts
Whenthisprocessisfullyimplemented,its
ultimategoalistoimpartskills,valuesand
attitudesthathelpprovideconstructive
alternativestoconflicts.
Theconflicthandlingmechanismdiagram
helpsillustratesthevariousstepstowards
conflicttransformation.

34. •ThomasandKilmannusethesefactorsto
explainthefivedifferentapproachesto
dealingwithconflict:
•Avoiding
•Competing
•Accomodation
•Compromise
•collaboration

35. Avoiding

36. Competing

37. Accommodating

38. Compromise

39. Collaboration

40. Conflict escalation tornado
https://youtu.be/LcOWhkLF4io?si=s3Mmo1puXMv5Tk6y

41. Conclusion
Conflictsareinevitable.
Conflictsneedtobeaddressedearlyenoughbefore
theyescalateintoviolence.
Managersshouldbeabledetectearlywarning
signsofconflictandtakepromptactiontoavert
adverseconsequences
ThereisneedtostrengthentheG&Cdepartment
whichhelpdetecttensionsandaddressbottled-up
emotions

42. Conclusion
Establishment of effective disciplinary systems
Apply good governance /Leadership strategies
Make workplace environment friendly
Initiate systems that will enhance good employee relations
Initiate mentorship programmes