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

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

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

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

html MEDIATION AND CONFLICT MANAGEMENT BOOK.). References: http://www. Ongori Henry 10. 5th edition (copyright 1998 by The McGraw-Hill Companies.org/encyclopedia/conflict/BKeyelements1. Hocker.cios. UNIVERSITY OF CALIFORNIA (Party-Directed Mediation.2009.2009. such as transferring some group members.3923/rjbm. PhD. by Gregorio Billikopf. LLC Copyright 1997-2008 http://managementhelp. 2009).24 http://scialert. MBA.htm Carter McNamara.16. http://webhome.24 http://www. redefining roles.Conflict Management changes.idirect.16.com/~kehamilt/ipsyconstyle.org/docrep/W7504E/w7504e07.htm 6 .net/fulltext/?doi=rjbm.docstoc.org/intrpsnl/basics.html William W. Inc.com/docs/6436190/Conflict http://www. 2nd Edition. Wilmot and Joyce L. and helping the emergence of new leadership. Authenticity Consulting. Interpersonal Conflict.fao.

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