Dear friends,
In the last couple of days, I found the article with the above title has been making rounds on WhatsApp groups. Instead of sharing the entire article, I am sharing the link. It is as below: https://www.linkedin.com/pulse/thing...artika-kashyap
Since I have conducted the training program on conflict so many times, I have given my critical views on it. These are given in the next post. For further doubts, feel free to contact me.
Thanks, Dinesh Divekar
From India, Bangalore
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8072In the last couple of days, I found the article with the above title has been making rounds on WhatsApp groups. Instead of sharing the entire article, I am sharing the link. It is as below: https://www.linkedin.com/pulse/thing...artika-kashyap
Since I have conducted the training program on conflict so many times, I have given my critical views on it. These are given in the next post. For further doubts, feel free to contact me.
Thanks, Dinesh Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
Recently, an article was circulated on one of the WhatsApp groups. I have given my reply to the article below.
Types of Conflicts
There are three types of conflicts: process conflict, task conflict, and relationship conflict.
Task Conflict
Task conflict relates to the content and goals of the work.
Process Conflict
Process conflict relates to how the work gets done.
Relationship Conflict
Relationship conflict focuses on interpersonal issues. However, many managers are unable to distinguish between task conflict and process conflict. If the conflicting managers have poor interpersonal skills, then the conflict slips into relationship conflict. Rather than discussing the issues, people start discussing the individuals involved. When this continues for a longer time, people begin to take positions and defend them, degrading the interpersonal environment further. Out of frustration, someone may withdraw, and occasionally, employee attrition is nothing but this withdrawal.
Thomas-Kilmann Conflict Mode Instrument
The Thomas-Kilmann Conflict Mode Instrument tells us about five different responses to conflict: competing, avoiding, accommodating, compromising, and collaborating. Each response is important, and managers are expected to use each one depending on the situation. However, due to a lack of awareness of these responses, managers often stick to one response irrespective of the situation. This perennial adherence to one type of response also generates conflict. Over time, it slips into relationship conflict, as discussed in the previous paragraph.
Positive vs. Negative Conflict
The article does not discuss managers' ability to substitute positive conflict in place of negative conflict. To do this, it requires a thorough understanding and a lot of maturity. The inability to understand the difference between the two leads managers to take the position that any conflict is bad, and they start striving for conditions of harmony, which is always a wild goose chase.
Thanks,
Dinesh Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
Types of Conflicts
There are three types of conflicts: process conflict, task conflict, and relationship conflict.
Task Conflict
Task conflict relates to the content and goals of the work.
Process Conflict
Process conflict relates to how the work gets done.
Relationship Conflict
Relationship conflict focuses on interpersonal issues. However, many managers are unable to distinguish between task conflict and process conflict. If the conflicting managers have poor interpersonal skills, then the conflict slips into relationship conflict. Rather than discussing the issues, people start discussing the individuals involved. When this continues for a longer time, people begin to take positions and defend them, degrading the interpersonal environment further. Out of frustration, someone may withdraw, and occasionally, employee attrition is nothing but this withdrawal.
Thomas-Kilmann Conflict Mode Instrument
The Thomas-Kilmann Conflict Mode Instrument tells us about five different responses to conflict: competing, avoiding, accommodating, compromising, and collaborating. Each response is important, and managers are expected to use each one depending on the situation. However, due to a lack of awareness of these responses, managers often stick to one response irrespective of the situation. This perennial adherence to one type of response also generates conflict. Over time, it slips into relationship conflict, as discussed in the previous paragraph.
Positive vs. Negative Conflict
The article does not discuss managers' ability to substitute positive conflict in place of negative conflict. To do this, it requires a thorough understanding and a lot of maturity. The inability to understand the difference between the two leads managers to take the position that any conflict is bad, and they start striving for conditions of harmony, which is always a wild goose chase.
Thanks,
Dinesh Divekar
From India, Bangalore
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CONFLICT MANAGEMENT.ppt
10 ways to improve your interpersonal skills.doc