CHAPTER VI Conflict Management Flashcards
- is a relationship between two or more parties (individuals or groups) who have or think they have incompatible goals and who act on the basis of those perceived incompatibilities
Conflict
Different Views of Conflict
a. TRADITIONAL VIEW
b. HUMAN RELATIONS VIEW OF CONFLICT
c. THE INTERACTIONIST VIEW OF CONFLICT
- early approach to conflict which assumed that all conflict was bad and to be avoided
TRADITIONAL VIEW
- treats conflict as a natural and inevitable phenomenon and so can’t be eliminated completely from any organization
HUMAN RELATIONS VIEW OF CONFLICT
- the belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively
THE INTERACTIONIST VIEW OF CONFLICT
TYPES OF CONFLICT
- No conflict
- Latent conflict
- surface conflict
- open conflict
- When goals and behaviour are compatible, there is _______
No conflict
- is when behaviour is apparently compatible, but goals are not.
- may need to be brought to the surface to be resolved
Latent conflict
- When goals are compatible, but behavior is not, this results in _______.
- This kind of shallow conflict can often be resolved with good communication
surface conflict
- is both visible and deep-rooted, emerging from incompatible goals and behavior
Open conflict
Conflict Management: “___________” required to identify and resolve conflict”
SET OF TECHNIQUES
Conflict Management: “The _____ of processes, tools and skills to find creative and respectful ways to ________ disagreements and disputes.”
USE; MANAGE
Conflict Management: The WAY that you _____ disagreements
HANDLE
NATURE OF CONFLICT:
a. CONFLICTS ARE UNAVOIDABLE
b. CONFLICTS ARE GENERALLY SMALL
c. CONFLICTS HAVE MULTIPLE DIMENSIONS
d. CONFLICTS ARE PERVASIVE
e. CONFLICTS IS DISTURBING
f. CONFLICTS INVOLVE DISCREPANCIES
- conflict arise as a result of differences in thoughts, goals, outlooks and viewpoints of people working together in an organizational setup
CONFLICTS ARE UNAVOIDABLE
- conflicts are just small outburst which constantly affects the working relationship
CONFLICTS ARE GENERALLY SMALL
- conflicts are multi-dimensional and have numerous types
- it involves collision of power
CONFLICTS HAVE MULTIPLE DIMENSIONS
- conflicts are widespread and omnipresent
- knowledge related to oneself, other people, truth, growth, development and the potential to build a heaven or hell for oneself comes within conflict
CONFLICTS ARE PERVASIVE
- in an organizational setup, conflict is considered as a disturbing element as it hampers the routine work
- conflict makes it difficult for the concerned employees or groups to work together
CONFLICTS IS DISTURBING
- it is well known fact that conflict arise due to certain extent of discrepancy between the parties involved in the conflict
CONFLICTS INVOLVE DISCREPANCIES
UTILITY OF CONFLICT:
a. Improved communication and collaboration
b. Enhanced problem-solving abilities
c. Increased productivity and efficiency
d. Strengthened relationships and team dynamics
CONFLICT MANAGEMENT STYLES:
a. AVOIDANCE
b. COMPROMISE
c. COMPETENCE
d. COLLABORATION
e. ACCOMODATION
- a person’s method of reacting to conflict, which attempts to avoid directly confronting the issue at hand
AVOIDANCE
- often referred to as the “lose-lose” method
- encouraging each side to make significant sacrifices
COMPROMISE
- appropriate for emergencies when time is of the essence, or when you need quick, decisive action
COMPETENCE
- encourages teams to work through disagreements through empathy, listening and mutually beneficial solutions
COLLABORATION
- involves giving in to the other party’s demands or wishes
- effective when the other party is the expert or has a better solution
ACCOMODATION
