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Conflict Management

Conflict Management

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

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

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

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

html MEDIATION AND CONFLICT MANAGEMENT BOOK.Conflict Management changes.idirect. References: http://www. and helping the emergence of new leadership. redefining roles. Hocker.24 http://scialert. such as transferring some group members. 2009). 5th edition (copyright 1998 by The McGraw-Hill Companies. by Gregorio Billikopf.org/intrpsnl/basics. PhD.).3923/rjbm. Inc.com/~kehamilt/ipsyconstyle.html William W. 2nd Edition.24 http://www.htm 6 . Wilmot and Joyce L. Authenticity Consulting. http://webhome.cios.16. LLC Copyright 1997-2008 http://managementhelp.org/encyclopedia/conflict/BKeyelements1.2009.docstoc.com/docs/6436190/Conflict http://www.2009.16. UNIVERSITY OF CALIFORNIA (Party-Directed Mediation.org/docrep/W7504E/w7504e07. Interpersonal Conflict. MBA.htm Carter McNamara.fao. Ongori Henry 10.net/fulltext/?doi=rjbm.

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