Conflict Management

Presentation on
Avocado Computers
Case

Submitted By
Roksana Akter
ID: 122051076
Nurnahar Akter
ID: 122051007
Nilufar Yasmin
ID: 121051076
Md. Anisuzzaman Babu
ID: 122051073
Md. Tanvir Ahmed Khan
ID: 122051079
Md.Nipun Mahmud
ID: 121051076

Overview of The Case

Robert, The Owner

Robert is energetic, fair & proven Industry

Leader.
This firm is a star firm for future.
His passion with cleanliness, order &
appearance.
Example of his cleanliness-he wants all
robot are paint in same color & worker
wearing clean overall & floor clean
enough to eat off.

Overview of The Case

Bran Greenway, The Manager
When Avocado Computers face problem in
Production, then Manager went to ran away
from Western Computers post for a year.
Then he feels Avocado firm is a star firm for
future.
He is annoyed with Robert's cleanliness.
Example of annoyed with Robert's Bran
think all robot are paint in same color, is that
important? Because this color is inside of
robot & floor cleanliness, why? this is not
picnic place.

Sources of conflict
Sources of conflict

Focus of conflict

Personal differences

Not same perception of

Robert & bran.

Information deficiency

Misinformation area of
concern of Brans.

Role incompatibility

Area of strength is good but

not area of concern.

Environmental stress

More cleanness is disturbing

to Bran.

Bargaining Styles: Dual Concern

Model (assertiveness/cooperation)
Five bargaining styles
1.
2.
3.
4.
5.

Avoiding
Accommodative
Collaborative
Competing
Compromising

Bargaining Styles: Dual Concern

Model (assertiveness/cooperation)

Appropriate conflict
management strategy
The situation constraints are

high issue importance,

low relationship importance,
relative power probably high
time pressures medium high its a cold night.
The Forcing alternative is probably the best
choice.
Forcing can of course be sole and dose not
need to be founded on aggression.

Conflict management approachescomparison

Approach

Likely outcome

Forcing

You feel justified; the other party feels defeated

and possibly humiliated

Avoiding

Interpersonal problems dont get resolved;

causing long term frustration expressed in a
variety of ways

Compromising

Participants go for convenience rather than

effective solutions

Accommodating

The other person is likely to take advantage

Collaborating

The problem is most likely to resolved. Also

both parties are committed to the solution and
satisfied that they have been treated fairly

Conflict management approachescomparison

Salient situational factors are.

Forcing-It involves cleanliness, appearance, and order of the

products and production environment.

Compromising The boss feels that aesthetic factory environment

is impresses potential corporate clients.

Accommodating The workers wearing clean overalls and the

floor clean enough to eat off.

Collaborating-The boss collaborate with others employee

because he is energetic, fair & a proven industry leader.

Avoiding He should avoid mull this demerit over in his mind

which how to response in his interview.

Situation based Conflict mgt

approach
Situation

Forcing

Accomm
odating

Compro
mising

Collabor
ating

Avoiding

Issue
importance

Relationshi
p
importance

Relative
power

Equal-H

L-H

Equal-H

Med-H

Med-H

Med-H

Time
constraints

Observers feedback form

Action- Initiator(Bran Greenway, Manager)

Rating
(1=low;
5=high

Maintained personal ownership of the problem, including

feelings

Avoided making accusations or attributing motives

Succinctly described the problem (behavior, outcomes,

feelings)

Specified expectations or standards violated

Persisted until understood

Encouraged two-way interaction

Approached multiple issues incrementally (simple to

complex)

Appealed to what the disputants had in common (goals,

principles, constraints)

Made a specific request for change

Observers feedback form

Action- Respondent

Rating
(1=low;
5=high

Showed genuine concern & interest

Responded appropriately to the initiators emotions

Avoided becoming defensive or overreacting

Sought additional information about the problem (general to

specific)

Focused on one issue at a time, gradually broadening the

scope of the discussion, searching for an integrative solution

Agreed with some aspect of the complaint (facts,

perceptions, feelings or principles)

Asked for suggestions for making changes

Proposed a specific plan of action

Observers feedback form

Action- Mediator

Rating
(1=low;
5=high

Treated the conflict and disputants seriously

Broke down complex issues, separated the critical from the

marginal

Began with a relatively easy problem

Helped disputants avoid entrenched positions by exploring

underlying interests

Remained neutral (facilitator, not judge)

Pointed out the effect of the conflict on performance

Kept the interaction issue-oriented

Made sure that neither party dominated the conversation

Kept conflict in perspective by emphasizing areas of

agreement

Helped generate multiple alternatives

Made sure that both parties were satisfied and committed to

the proposed solution

Appropriate conflict management

strategy
We

will make our view to known the boss, Bill, while also making it known that it is
a position subject to change based on a fact driven discussion.

In comparison to the other four strategies (forcing, avoiding, compromising, and

accommodating),
it is the only win-win approach.

The

other approaches result in either lose-lose or win-lose outcomes.

It

encourages collaboration and trust and is appropriate for application in

environments that embrace equality, openness, and directness.

The

solution depends on the facts that relate to the impact of factory environment
on business success.

Thank You