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Assignment On CONFLICT MANAGEMENTCourse Instructor SpeakerDr. Kalyan Ghadei Pradeep Kumar(Assistant Professor ) Research Scholar I.D. No. PX-11034 Email-Pradeep.firstname.lastname@example.org DEPARTMENT OF EXTENSION EDUCATION INSTITUTE OF AGRICULTURAL SCIENCES BANARAS HINDU UNIVERSITY VARANASI-221005
ContentsIntroductionViews of conflictCharacteristics of conflictSource of conflictFunctional & dysfunctional conflictLevels & types of conflictWays to manage conflictTips for managing conflictConclusionReferences
Introduction:Students bring different ideas, goals, values,beliefs and needs to their teams and thesedifferences are a primary strength of teams.These same differences inevitably lead toconflict, even if the level of conflict is low.Since conflict is inevitable, one of the ways inwhich faculty members can help studentsimprove their abilities to function onmultidisciplinary teams is to work with themto develop their understanding of conflict andtheir capabilities to manage and resolveconflict.
CONFLICTan expressed struggle between at least twointerdependent parties who perceive incompatiblegoals, scarce resources, and interference from theother party in achieving their goals Ora process that begins when one party perceivesthat another party has negatively affected or aboutto affect something that the first party cares about
Characteristics of conflict Interpersonal conflict requires at least twopeople. (Conflict within one’s self, or interpersonalconflict, generally is studied by psychologists.Communication students and scholars areinterested in communication between people. )Conflict inherently involves some sense ofstruggle or incompatibility or perceived differenceamong values, goals, or desires.
Action, whether overt or covert, is key tointerpersonal conflict. Until action or expressionoccurs, conflict is latent, lurking below the surface.Power or attempts to influence inevitably occurwithin conflicts. If the parties really don’t careabout the outcome, the discussion probablydoesn’t rise to the level where we call it a conflict.When people argue without caring about whathappens next or without a sense of involvementand struggle, it probably is just a disagreement
VIEWS OF CONFLICTTraditional view: The belief that all conflicts are harmful andmust be avoidedHuman relations view: That belief that conflict is a natural andinevitable outcome in any groupIntegrationist view: The belief that conflict is not only a positiveforce in group but that it is absolutelynecessary for a group to perform effectively
Sources of ConflictConflicts may originate from anumber of different sources,including: oDifferences in information, beliefs, values, interests, or desires. oA scarcity of some resource. oRivalries in which one person or group competes with another.
Functional conflict: works toward thegoals of an organization or groupDysfunctional conflict: blocks anorganization or group from reaching itsgoals
Functional conflictConstructiveIncrease information & ideasEncourages innovative thinkingUnshackles different points ofviewReduce stagnation
Dysfunctional conflictTension, anxiety, stressDrives out low conflict tolerantpeopleReduce trustPoor decision because of withheld or distortedReduce information
Level of conflict Types of conflict Organization Within & between organization Group Within & between group Individual Within & between individual
Group ConflictIntragroup conflict:• conflict among members of a group• early stages of group development• ways of doing tasks or reachinggroup’s goalsIntergroup conflict:• between two or more groups
Individual ConflictInterpersonal conflict: • between two or more people a differences in views about what should be done • differences in orientation to work and time in different parts of an organizationIntrapersonal conflict: • occurs within an individual • threat to a person’s values • feeding of unfair treatment • multiple and contradictory sources of socialization
Conflict Managementis defined as “the opportunity toimprove situations and strengthenrelationships”
5 ways to manage conflict•Avoidance•Competition (A)•Accommodation (B)•Compromise (C)•Collaboration (D)
Conflict ContinuumI win, you lose (competition—A)I lose or give in (accommodate—B)We both get something (compromise—C)We both “win”(collaborate—D)
CompetitionPlus •The winner is clear •Winners usually experience gainsMinus •Establishes the battleground for the next conflict •May cause worthy competitors to withdraw or leave the organization
AccommodationPlus •Curtails conflict situation •Enhances ego of the otherMinus •Sometimes establishes a precedence •Does not fully engage participants
CompromisePlus •Shows good will •Establishes friendshipMinus •No one gets what they want •May feel like a dead end
CollaborationPlus •Everyone “wins” •Creates good feelingsMinus •Hard to achieve since no one knows how •Often confusing since players can “win” something they didn’t know they wanted
Tips for Managing Conflict1. Avoids feelings or perceptions that imply the other person is wrong or needs to change.2. Communicates a desire to work together to explore a problem or seek a solution.3. Exhibits behavior that is spontaneous and destruction-free.4. Identifies with another team member’s problems, shares feelings, and accepts the team member’s reaction.5. Treats other team members with respect and trust.6. Investigates issues rather than taking sides on them.
ConclusionIndividuals should understand theirown personal triggers to better dealwith conflict situations in theworkplace.Group members should think aboutother group members early on toidentify privately those individuals andbehaviors that may push their buttons.
References:Lakra, Kerobin and Meena, Dinesh chand (2009 and 2010; respectively)Assignment on conflict management, submitted to Department ofExtension Education, I. Ag. Sci., B.H.U.,VaranasiRahim, M.A. (2002) Toward a theory of managing organizational conflict. TheInternational journal of conflict management,13,206-235.http://foundationcoalition.org/publications/brochures/conflict.pdfhttp://www.referenceforbusiness.com/management/Comp-De/Conflict-Management-and-Negotiation.htmlhttp://www.scribd.com/doc/25304585/Functional-and-Dysfunctional-Conflictshttp://www.mindtools.com/pages/article/newLDR_81.htm