Conflict Management

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

Reported By: Shahzad Azam (s24063)

Reported to: Wittenborg University of Applied Sciences

1

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

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

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

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

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

Master your semester with Scribd & The New York Times

Special offer for students: Only $4.99/month.

Master your semester with Scribd & The New York Times

Cancel anytime.