Management CONFLICTS

CONFLICT
a serious disagreement or argument, typically a protracted one, or
an incompatibility between two or more opinions, principles, or interests, or
a condition in which a person experiences a clash of opposing wishes or needs

CONFLICT
Conflict situation
Pretext
+
=
Reasons for occurrence
Consequence of inadequate communication development
Different aims and ideas
Disagreement between two or more parties
Correlation of tasks
Different life style and experiences

CONFLICT
Benefits
Losses
Detection of various
viewpoints
Problems in control
Aims disagreement
Better management
effectiveness
Conflicts by types (consequences)
functional
dysfunctional

CONFLICT
Conflicts by types (by participants)
interpersonal
between a person and a group (f.i. by not popular measures)
long-term
(conflict situation)
short-term
(conflict pretext)

CONFLICT
Conflicts by types (by participants)
interpersonal
between a person and a group (f.i. by not popular measures)
long-term
(conflict situation)
short-term
(conflict pretext)

CONFLICT
Conflicts by types (by participants)
interpersonal
between a person and a group (f.i. by not popular measures)
between groups

CONFLICT
Conflicts by types (by participants)
interpersonal
between a person and a group (f.i. by not popular measures)
between groups
inside of a person
(role game)

Conflict model
Managerial situation
Conflict sources
The more sources exist, the … (?) the whole situation is.

Conflict model
Managerial situation
Conflict sources
Possibility to settle the conflict
The more pretexts, the … (?) the whole situation is.

Conflict model
Managerial situation
Conflict sources
Possibility to settle the conflict
Reaction to the conflict
successful
failed
Conflict handling

Conflict handling
Structural way
Clarifying the work requirements
Coordination mechanisms
Integration mechanisms
Complex aims of organization
Structural motivation systems

Conflict handling
Avoidance
Smoothing
Compulsion
Compromise
Problem solving and readiness to the other’s point of view
Interpersonal way
Structural way

Conflict model
Managerial situation
Conflict sources
Possibility to settle the conflict
Reaction to the conflict
successful
failed
Conflict handling
Functional and dysfunctional consequences

CONFLICT
Conflicts by types (consequences)
functional
dysfunctional
The final result is acceptable for everyone
More desire for the further cooperation
Less working effectiveness
No desire to compromise in the future
“the-other-party-being-an-enemy” idea
Displacement of interest

CONFLICT
Conflict settling effectiveness
Level of understanding and
wish for cooperation
low
high
high
Avoidance
Smoothing
Compromise
Compulsory
Problem solving

Mostly common ways
McCarthyism
The trial of Solomon

Why Conflicts Appear
in an Organization
Expectations of a Company about a Person
Expectations of a Person about a Company

5 Ways What a CEO Can Do
Competitive style – based on power, means winner and looser in a conflict
Dissociation style - lower level of persistence and no looking for co-operation
Compromising style – temperate persistence and wish for co-operation
Adaptation style – desire for co-operation and lower persistence on decision
Co-operation style

Styles of the Conflict Handling
Self - interest
low
high
high
Interest to others
Power
(winner - looser)
Co-operation
(winner - winner)
Avoidance
(looser - looser)
Other-Side Approach
(looser - winner)
Compromise
(no win – no win)