Conflict Management

Conflict Management Oct. (2009) Lecturer: Mr. Loek Hopstaken

Reported By: Shahzad Azam (s24063)

Reported to: Wittenborg University of Applied Sciences

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................................................................................................................................................................................................................................................... 4 Determine management strategy: ............................................................................................................................................................................................. 4 Analyze the conflict: .............................................................................................................................................................................................................................. 5 Conclusion: ....... 5 References: ......................................................................................................... 3 Climate of conflict: ......Conflict Management Table of Contents Introduction: ................................... 4 Compromise: .................................................................................. 3 What is conflict? .................................................................................................................................................................................................................................. 5 Written agreement: ................................................................................................................ 5 Interests: .................. 3 Statement collapse: ............................................... 4 Management of conflict: ....................................................................................................................................... 5 Joint fact finding: ............................... 4 Ways to manage conflict: .............................................................................. 5 Commitment: .................................... 3 Lack of collaboration:.................................................................................................................................................................... 4 Ground rules and agenda:............................................................................. 3 Uncertain roles: ................................................................................................... 4 Assessment: .............................................................................................................................................................................................................. 5 Options: ............................................................................................................................ 6 2 ............................................................................................................................................................................................................................................................................................. 5 Evaluation: ............ 5 Conciliation: ............................................................................... 5 Organization: ........................................................................... 4 Bureaucratic conflict: ...............................................

cios. This type of confliction most comes in organizations or groups. This report includes some of the situations which are briefly described the conflict starting or constructive atmosphere of conflict.Conflict Management Introduction: This research shows and written to explore the core situations of conflict in an organizations or in groups. Employees on the other hand expect clarity from senior managers during times of change. In this case there is confusion between middle and lower level and sometime between higher and middle level2. How people define and use power is an important influence on the number and types of conflicts that occur. Executives anticipate recruits at these levels to get used to change as essential. It can also invent from past competitions and personality differences. beliefs. Uncertain roles: Uncertainty over position and tasks create a situation of confliction. our own needs or the group's needs. Serious conflicts arise when people hold unsuited values or when values are not clear. This also influences how conflict is managed. Conflicts can arise when people try to make others change their actions or to gain an unfair advantage. Climate of conflict: Statement collapse: Statement collapse is one of the main reasons which provide a favorable climate for confliction. on the other hand which create a confusion for the second party. Conflicts arise when we ignore others needs. Conflicts can also occur because people ignore their own or others' feelings and emotions. 1People interpret reality differently. This situation mostly happen cause of lack of communication. Conflicts also arise when one party refuses to accept the fact that the other party holds something as a value rather than a preference. They identify differences in the harshness.html 3 . Other conflicts occur when feelings and emotions differ over an exacting issue. 1 2 http://www.docstoc. and often expect employees simply to take the initiative when a new situation calls for a reaction. which can be make worse when organizational goals either unclear or uneven. It comes when one party present formless information. What is conflict? Conflict is a natural disagreement resulting from individuals or groups that differ in attitudes. Many people let their feelings and emotions become a major influence over how they deal with conflict. values or needs. They see things differently because of differences in understanding and viewpoint. causes and cost of problems. The confusion between two parties creates doubt.org/encyclopedia/conflict/BKeyelements1.com/docs/6436190/Conflict http://www. Be careful not to confuse needs with desires.

Which type of conflict occur and where it happen in an organization or someone individual.Conflict Management Lack of collaboration: This is also one of the main situations which create confliction. Those ways include such diverse facts as conversation. Conflict is not just about simple inaptness. Management of conflict: Conflict management refers to the long-term management of willful conflicts.3 Bureaucratic conflict: Bureaucratic conflict presents when group members disagree about the actions to be followed in achieving the group¶s goal. Determine management strategy: Once you have a general understanding of the conflict.  Assessment: Conditions must be right for negotiation to be successful. a trusted outsider could be brought in as a facilitator. In some cases it may be necessary to have a neutral facilitator to help move the groups toward consensus. and avoidance. Wilmot and Joyce L. If no one is willing to approach the others to encourage them to reach an agreement. In this case everybody wants to do in his own style but on the other hand other party doesn¶t want to follow this procedure. whereas the former concerns an ongoing process that may never have a resolution. law.). This is also mostly happens in organization where some times employee don¶t cooperate their colleagues because of some personal confliction. mock. but is often connected to a previous issue. Compromise: Initiation: One partner raises the possibility of negotiation and begins the process. Reasonable deadlines and sufficient resources to support the effort must exist. there should be an expression of exclusive patterns. Conflict management is often considered to be distinct from clash decision. 3 William W. Each side must be willing to collaborate with the others. mediation. It is the label for the variety of ways by which people handle objection standing up for what they consider to be right and against what they consider to be wrong. execution. Inc. 5th edition (copyright 1998 by The McGraw-Hill Companies. Ways to manage conflict: Analyze the conflict: The first step in managing conflict is to analyze the nature and type of conflict. Hocker. terrorism. Key players must be identified and invited. Ask the point of view of other people and then choice the exact action to solve the problem of conflict. and tell why the conflict was expressed the way it was. The latter refers to resolving the dispute to the approval of one or both parties. In order for actual conflict to occur. 4 . Interpersonal Conflict. the groups involved will need to analyze and select the most appropriate strategy.

including agreed upon times and places. Satisfaction of interests should be the common goal. Minutes must be taken so that information can be distributed before and after meetings. negotiation and decision making.idirect. 2 0 0 9 ).com/~kehamilt/ipsyconstyle.  Joint fact finding: The groups must agree on what information is relevant to the conflict.  Organization: Meeting logistics must be established. should the options be discussed.  Written agreement: Document areas of agreement and disagreement to ensure common understanding. This should include what is known and not known about social and technical issues. 2 n d E dit i on . Discuss and agree upon methods to ensure partners understand and honor their commitments. rather than stated positions. Interests include the reasons.Conflict Management Spokespersons for each group must be identified and involved. They should agree on the objectives of the negotiation process. This helps ensure that agreements can be remembered and communicated clearly. 5 . concerns and motivations underlying positions. An agenda of issues to be covered needs to be developed. Conflict situations can also be introduced by making some organizational 4 5 http://webhome.  Options: To resolve conflicts.  Evaluation: Only after the partners have finished listing options. not commitment. concentrate on inventing options for satisfying interests. UNI VE RS IT Y O F C ALI FO RNI A (Pa rt y -Dir e ct e d M e dia ti o n.  Commitment: Every partner must be confident that the others will carry out their parts of the agreement.  Ground rules and agenda: The groups must agree on ground rules for communication. Individualistic thinking can be initiated in the group by including some group members who can freely express their views. Determine together which ideas are best for satisfying various interests. which can encourage and push others to do the same. needs. Conciliation:  Interests: When negotiating is sure to openly discuss interests. b y Gr e g o r io B il li ko pf . Encourage creativity. Competition between individuals can be enhanced by acknowledging and rewarding the better performers. Agreement is also needed on methods for generating answers to questions.5 Conclusion: A conflict situation can be induced by supporting individualistic thinking or favoring individual competition. People must be contacted and encouraged to attend.html MEDI AT ION AND CO NF LICT M AN AGE ME NT BOO K. 4 Parties need to determine which issues are negotiable and which are not. Do not judge ideas or favor any of the options suggested.

idirect. redefining roles.16.2009. Wilmot and Joyce L.2009.htm Carter McNamara. PhD. Interpersonal Conflict.24 http://www.24 http://scialert.htm 6 . LLC Copyright 1997-2008 http://managementhelp.).html William W.org/encyclopedia/conflict/BKeyelements1.cios.Conflict Management changes.docstoc. such as transferring some group members.html MEDIATION AND CONFLICT MANAGEMENT BOOK. Hocker.net/fulltext/?doi=rjbm. UNIVERSITY OF CALIFORNIA (Party-Directed Mediation. References: http://www.com/~kehamilt/ipsyconstyle.org/docrep/W7504E/w7504e07.16.org/intrpsnl/basics.3923/rjbm.fao. http://webhome. 2009). Inc. Authenticity Consulting.com/docs/6436190/Conflict http://www. 5th edition (copyright 1998 by The McGraw-Hill Companies. and helping the emergence of new leadership. 2nd Edition. by Gregorio Billikopf. Ongori Henry 10. MBA.

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