LEADERSHIP AND MANAGERIAL APPROACHES TO CONFLICT SITUATION
Group No 1
Abinesh vs Vivek Saima Gowri Disha Mareeshwari
CONFLICT
Conflict is defined as " disagreement between people with different ideas or beliefs, it also defines it as " a fight or a struggle. An organisation, is but a collection of people from different cultural backgrounds, they have different sets of values and ideas. Individuals look at situations or problems in organisational life from their unique perspective.
CAUSES OF CONFLICT
Differing values (eg conservative v/s progressive minded)
Differing perspectives (eg limited v/s broad, domestic v/s
international) Differing ideas (creative v/s mundane) Different styles of solving organisational problems. Differing agendas (sometimes hidden ones) Differing attitudes (rigid v/s flexible) Differing objectives and goals. Differing circumstances.
HOW MANY TYPES OF CONFLICT
Basically there could be three situations in an organisational context: 1. Conflict with the boss. 2. Conflict with colleagues/peers 3. Conflict with subordinates
HOW TO MANAGE CONFLICT
1. Managing conflict with the boss : Rule no. 1 Boss is always right. Rule no. 2 In case the boss is wrong see rule no. 1.
(i) Appreciate wider perspective (ii) Do not offend his authority (iii) Evaluate the impact (iv) Avoid bitterness
2. Managing conflict with peers/colleagues :
Most of the times the conflict between peers occurs because of the tendency of " One up manship".
(i) Communicate (ii) Conflict to Co-operation
3. Managing conflicts with the subordinates : In this situation you have the authority, yet you have to be skillful in managing the conflict. (i) Allow freedom to express (ii) Allow dissent (iii) Build consensus (iv) Develop a common vision
LEADERSHIP APPROACHES: CONFLICT RESOLVING STYLES
In 1970 Kenneth Thomas and Ralph Kilmann identified five main styles of dealing with conflict. Different Styles for conflict resolution: Competitive Collaborative Compromising Accommodating Avoiding
Managerial Approaches to conflict situations
Problem solving approach Comprise Approach Smoothing Approach Forcing Approach Withdrawal Approach
Problem Solving
Involves supporting the individuals involved in the conflict to help them consider all the options and find the best solution. Sometimes referred to as Confrontation approach When to use??
When there is not a clear concise agreed to solution, and there is time to allow the parties to collaborate and innovate. The conflicting parties both bring ideas and creativity to the problem.
2. Comprise Approach
involves working out a middle ground that satisfies all parties to some degree. The compromising approach requires each of the conflicting members to accede in order to achieve a resolution. When to Use??
employed in situations when both parties have a valid but different approach to resolve the problem or complete the task hand, or when there is not a best practice to be followed. By assuring everyone's perspective is considered and represented, this approach will allow a win-win situation to occur.
3. Smoothing Approach
de-emphasizes the differences between points of view and focuses on commonalities. This approach involves minimizing the importance of the problem at the heart of the conflict in an effort to make the conflict seem pointless. When to use??
particularly useful for minor or unimportant issues, or issues that are not critical to success of the issue
4. Forcing Approach
requires others to yield to the point of view of one side or another. It is also called the win-lose approach and can increase conflict. The forcing approach involves you, as manager, using your influence and power within the team to simply resolve the issue yourself, making a decision about the way to move forward. When to use??
should be used when time is a critical factor. It is imperative that the manager provides the desired resolution to the conflict. This approach doesn't solve the conflict, but it does ensure that things get done.
5. Withdrawal Approach
involves avoiding or retreating from the conflict or potential conflict and allowing the involved parties to work out the conflict on their own. The withdrawing approach involves giving in to the conflict by simply refusing to acknowledge that there is a problem and declining to discuss it. When to use??
Because this approach involves avoiding the problem, it should not be used very often. It can be a temporary solution to deal with heated and emotional conflicts, or it can be used if the issue isn't relevant to the work of the team.
Matching Strategies to Situations
There are a number of strategies put forward a manger can choose from when in conflict situations. The managers should select the matching strategy in handling a conflict situation. There are a few key variables that define conflict management situations and determine which strategy are likely to be effective.
Time pressure Issue importance Relationship Importance Relative Power
The "Interest-Based Relational Approach"
This type of conflict resolution respects individual differences while helping people avoid becoming too entrenched in a fixed position. In resolving conflict using IBR Approach , you follow these rules.
Make sure that good relationships are the first priority Keep people and problems separate Pay attention to the interests that are being presented Listen first; talk second Set out the "Facts Explore options together
THANK YOU
