dear cite hr members,
the concept of conflicts has always been subject to many studies. i am posting a small write-up on conflict management styles please go through it and post your comments
An organization without conflicts is an organization without growth. An organization's growth depends on how each conflict is seen and how it is managed. In the management of conflicts, the styles of the persons involved in a conflict (either as individuals or as groups, especially group leaders) play a critical role. Some styles may promote a search for solutions whereas others may lead to a deadlock.
Understanding approach and avoidance:
The mode of conflict is primarily determined by the perceptions of the conflicting parties. The avoidance-approach is significant in determining the effectiveness of managerial behaviour. Therefore, let us understand what is avoidance and approach behaviour---
• Avoidance is based on fear and is dysfunctional, while approach is based on hope and is functional for effectiveness.
• Avoidance is characterized by a tendency to deny, rationalise or avoid the problem, to displace anger or aggression, or to use emotional appeals; approach-orientation is characterized by making efforts to find a solution by one's own efforts or with the help of others.
Eight styles of conflict management are derived from it. they are:
• Resignation
• Withdrawal
• Defusion
• Appeasement
• Confrontation
• Compromise
• Negotiation
The first four styles are avoidance styles, the next four are approach styles.
How to manage conflicts better?
• Make a small unilateral concession together with the clear communication that no further concession will be forthcoming until the adversary concedes. This sometimes starts a sequence of altering concessions.
• Propose an exchange of concessions. This is an obvious approach but often involves considerable risk because it is tantamount to making a unilateral concession.
• Informally signal and show willingness to make a later concession if the adversary makes one now.
• Seek a private, informal conference with the adversary or his representative, in which it may be possible to talk more freely and frankly about compromise than in formal negotiation meetings.
• Propose an exchange of concessions through an intermediary whose statements can be disowned if the adversary is disinterested in the proposal.
• Propose that a mediator be brought in to help find a mutually acceptable exchange of concessions.
Since negotiation is the most functional of all eight styles, below are a few elements that can help in the use of negotiation in managing conflicts:
• The group should be well integrated and must function as an open and strong group. A certain level of maturity is needed to effectively negotiate with one or more groups.
• Unless the group perceives a larger goal, which is common to both groups and cannot be achieved by a single group alone, it will not use negotiation effectively. Therefore a super-ordinate goal is required to negotiate effectively.
• Negotiation is only possible when your group sees the other group as in positive terms—that it is interested in solving the conflict and is reasonable.
• Both groups in a conflict should view each other as mutually helpful rather than mutually destructive.
• Both groups need to realise that they are different composition, norms, structure and goals. Such differences can exist. At the same time, the two groups may have many things in common. Now the two groups can have an understanding and also develop a tolerance for each other.
• Depersonalise decision-making and have relevant facts available.
• Treat perceptions and attitudes as facts.
• Depersonalise the gathering of facts and use third party intervention if possible.
• Solve a generalised problem before tackling a specific case. Third party intervention can be one way to increase objectivity.
• Management of conflicts by negotiation is not a one-shot effort. Though it may achieve the desired solution, it should be regarded as the beginning of a new inter-group relationship. Arrangements to continue such a process may help in strengthening the negotiation mode.
Steps in Negotiation:
• Unfreeze
• Openness
• Empathy
• Search for commonality
• Expectations
• Response to expectations
• Searching for alternatives
• Breaking the deadlock
avinash
udai pareek hr labs
09971321991
the concept of conflicts has always been subject to many studies. i am posting a small write-up on conflict management styles please go through it and post your comments
An organization without conflicts is an organization without growth. An organization's growth depends on how each conflict is seen and how it is managed. In the management of conflicts, the styles of the persons involved in a conflict (either as individuals or as groups, especially group leaders) play a critical role. Some styles may promote a search for solutions whereas others may lead to a deadlock.
Understanding approach and avoidance:
The mode of conflict is primarily determined by the perceptions of the conflicting parties. The avoidance-approach is significant in determining the effectiveness of managerial behaviour. Therefore, let us understand what is avoidance and approach behaviour---
• Avoidance is based on fear and is dysfunctional, while approach is based on hope and is functional for effectiveness.
• Avoidance is characterized by a tendency to deny, rationalise or avoid the problem, to displace anger or aggression, or to use emotional appeals; approach-orientation is characterized by making efforts to find a solution by one's own efforts or with the help of others.
Eight styles of conflict management are derived from it. they are:
• Resignation
• Withdrawal
• Defusion
• Appeasement
• Confrontation
• Compromise
• Negotiation
The first four styles are avoidance styles, the next four are approach styles.
How to manage conflicts better?
• Make a small unilateral concession together with the clear communication that no further concession will be forthcoming until the adversary concedes. This sometimes starts a sequence of altering concessions.
• Propose an exchange of concessions. This is an obvious approach but often involves considerable risk because it is tantamount to making a unilateral concession.
• Informally signal and show willingness to make a later concession if the adversary makes one now.
• Seek a private, informal conference with the adversary or his representative, in which it may be possible to talk more freely and frankly about compromise than in formal negotiation meetings.
• Propose an exchange of concessions through an intermediary whose statements can be disowned if the adversary is disinterested in the proposal.
• Propose that a mediator be brought in to help find a mutually acceptable exchange of concessions.
Since negotiation is the most functional of all eight styles, below are a few elements that can help in the use of negotiation in managing conflicts:
• The group should be well integrated and must function as an open and strong group. A certain level of maturity is needed to effectively negotiate with one or more groups.
• Unless the group perceives a larger goal, which is common to both groups and cannot be achieved by a single group alone, it will not use negotiation effectively. Therefore a super-ordinate goal is required to negotiate effectively.
• Negotiation is only possible when your group sees the other group as in positive terms—that it is interested in solving the conflict and is reasonable.
• Both groups in a conflict should view each other as mutually helpful rather than mutually destructive.
• Both groups need to realise that they are different composition, norms, structure and goals. Such differences can exist. At the same time, the two groups may have many things in common. Now the two groups can have an understanding and also develop a tolerance for each other.
• Depersonalise decision-making and have relevant facts available.
• Treat perceptions and attitudes as facts.
• Depersonalise the gathering of facts and use third party intervention if possible.
• Solve a generalised problem before tackling a specific case. Third party intervention can be one way to increase objectivity.
• Management of conflicts by negotiation is not a one-shot effort. Though it may achieve the desired solution, it should be regarded as the beginning of a new inter-group relationship. Arrangements to continue such a process may help in strengthening the negotiation mode.
Steps in Negotiation:
• Unfreeze
• Openness
• Empathy
• Search for commonality
• Expectations
• Response to expectations
• Searching for alternatives
• Breaking the deadlock
avinash
udai pareek hr labs
09971321991