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

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

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

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

cios.com/docs/6436190/Conflict http://www. Wilmot and Joyce L. PhD.net/fulltext/?doi=rjbm.16. by Gregorio Billikopf.24 http://www.org/docrep/W7504E/w7504e07. MBA.16.2009.24 http://scialert. UNIVERSITY OF CALIFORNIA (Party-Directed Mediation. Interpersonal Conflict. References: http://www. http://webhome. Authenticity Consulting. 5th edition (copyright 1998 by The McGraw-Hill Companies. LLC Copyright 1997-2008 http://managementhelp.3923/rjbm. Hocker. redefining roles.org/encyclopedia/conflict/BKeyelements1.). 2009).org/intrpsnl/basics.htm 6 .htm Carter McNamara. 2nd Edition. Inc. and helping the emergence of new leadership.2009. such as transferring some group members.idirect.fao.html MEDIATION AND CONFLICT MANAGEMENT BOOK.Conflict Management changes. Ongori Henry 10.html William W.com/~kehamilt/ipsyconstyle.docstoc.

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