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Definition of conflict management Differences are inevitable in a local group having members with different experiences, attitudes and expectations. However, some conflicts can support organizational goals. Indeed, too little conflict may lead to apathy, lack of creativity, indecision and missed-out deadlines. Clashes of ideas about tasks also help in choosing better tasks and projects. These are ‘functional conflicts’. Functional conflicts can emerge from leaving a selected incidence of conflict to persist, which can be overcome by ‘programming’ a conflict in the process decision-making by the group by assigning someone the role of a critic. This also helps to avoid ‘group thinking’ where group members publicly agree with a course of action, while privately having serious reservations about it. The most difficult conflicts are those arising out of value differences. The most important thing is to understand the real cause of the differences. Yet every resolution of a conflict can also feed a new conflict in a group. It is, therefore, useful to see conflicts as a series of expressions of existing differences within a group, having some links to each other. How effectively a group deals with conflict management largely affects the efficiency level of its functioning. Common ways of dealing with conflicts within a group
Conflict-management styles Collaborating - Conflicting parties jointly identify the problem, weigh and choose a solution. Accommodating - Playing down differences while emphasizing commonalties. Competing - Shows high concern for self-interest and less concern for the other’s interest. Encourages ‘I win, you lose’ tactics. Avoiding - Either passive withdrawal from the problem or active suppression of the issue. Compromising - A give-and-take approach involving moderate concern for both self and others. Each party has to give up something of value. It may include external or third party intervention. Managing conflict
Factors affecting conflict
Table 9.1 Matching conflict-management approaches with group level conditions
Table 9.2 Matching conflict management with process of goals-setting by the group
What to do when you are: The lead person to present and clarify the background of the conflict Problem identification i) Clearly explain your problem in terms of behaviour, consequences, and feelings.
ii) Persist until understood and encourage two-way discussion.
iii) Manage the agenda carefully.
Solution Make a request. Focus on things you share in common (principles, goals and constraints) as the basis for recommending preferred alternatives. A chairperson in the group conflict management Problem identification i) Establish a climate for joint problem solving
ii) Seek additional information about the problem
iii) Agree with some aspects of the complaint(s)
Solution Ask for recommendations - to avoid debating the merits of a single suggestion, brainstorm and seek multiple alternatives. A mediator for managing conflict Problem identification i) Acknowledge that a conflict exists
ii) Maintain a neutral posture
iii) Manage the discussion to ensure fairness
Solution Explore options by focusing on interests behind stated positions
Table 9.3 Comparison of conflict-handling styles
Training module on conflict management Table 9.4 Contents, objectives and methodology on partnership and conflict management
Contributed by C. S. Singhal, Associate Professor, Centre for Behavioural and Organisational Development, National Institute of Rural Development (NIRD), Hyderabad, India.
Which is a competitive style of conflict management that involves seeing conflicts as something to win or lose?Distributive conflict is a win-lose approach; whereby, conflicting parties see their job as to win and make sure the other person or group loses.
Which conflict management style should be used if time is limited and when you need to arrive at a temporary settlement in dealing with a complex issue?Sometimes the compromising conflict handling mode is utilized when a temporary solution to a more complex issue is required. There may be a better time to come up with a permanent solution using a different mode, but for the time being the compromising solution allows for work to continue.
Which type of conflict management technique is described as cooperating and that one side gives in to the other?The accommodating. style is cooperative and unassertive. In this style, the person gives in to what the other side wants, even if it means giving up one's personal goals.
Which conflict style is generally seen as a win/win approach?The Collaborating Style is when the concern is to satisfy both sides. It is highly assertive and highly cooperative; the goal is to find a “win/win” solution.
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