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

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

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

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

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

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