What is Conflict Management?
Conflict happens in an organization when interests, values, goals, strategies, needs of employees and management differ. Conflicts are inevitable in any organization, the challenge is in identifying and effectively plugging them.
About Conflict Management Course
Conflict Management Course is intended to provide training on identifying conflicts within an organization, and get conceptual knowledge of conflicts. This is a short course with 15 lectures and 3 hours of HD Video.
This chapter introduces the concept of conflicts, why it occurs between people in organisations- differences, disagreements, -between individuals, groups. Negative effects of conflicts,conflict resolutions.
Sources of conflict: Economic conflict, value conflict, power conflict- change, interpersonal relationships, supervisor vs employee, external changes, poor communication, subpar performance, harassment, limited resources, organizational, Trends/change, external factors.
Sources of conflict- internal factors: This section deals with factors that are internal to the organization- unfair treatment of workers –unfair dismissal, discrimination, Health issues-the need for protective clothing, poor ventilation, harmful chemicals, Wages and incentives – non-payment of allowances, underpayment
This section begins with a description of different types of conflict in an organisations-interpersonal conflict- differences in opinion and attitude of two individuals, intrapersonal conflict- different thoughts, thoughts, emotions, values that occurs within an individual, leading to stress, restlessness, intragroup conflict- type of conflict that happens among individuals in an team- incompatibilities, misunderstanding, disagreements, intergroup conflict. Intergroup conflict- that happens between different teams in an organization. Sales Dept vs Customer Service, Marketing Vs production etc.
Understanding Johari Window: Communication model to improve understanding in interpersonal relationships- originated from Joseph Luft and Harry Ingham (JO-HARI) who developed the concept.
About the model- building trust through openness, get feed-back, learn about yourself, four quadrant grid- open area, hidden area, blind area, unknown area. Goal – to enlarge open area without disclosing too much personal information
Different types of role conflicts: Individual level conflicts, Interpersonal conflicts, Group level conflicts, and organizational conflicts. Individual level conflicts- arises within an individual- blocking of motivation and drives or unable to take decision – confrontation with competing roles and goals.- Incomparability, unacceptability, Uncertainty, Frustration, Goal Conflict, role conflict , intra-sender role conflict, inter-sender role conflict, self-role conflict, inter-role conflict.
- Interpersonal Conflict-involving two or more people, a common type of conflict-personal differences, lack of information, role in compatibility, stress.
- Group Level Conflict– two or more members in a group face differences- intra-group- new problems, new values imported, conflict of extra group role and intra-group role. Inter-group conflict – absence of joint decision making, difference in goals, difference in perception.
- Organisational Conflict: Organisational conflicts occur between organisations that depend on each other. Individual level and group level conflicts.
- Horizontal Vertical Line Staff Conflict: Vertical conflict happens between hierarchies in an organization- between management and employees, for eg. Horizontal Conflict- takes place between different individuals, groups and departments, Line Staff Conflict- difference s overpower and official authority over procedures and tasks. Role Conflict- expectations of tasks, lack of effective communication, Work-flow dependency- inter-dependent groups or individuals – fail to collaborate effectively.
Domain ambiguities/ role conflict, assigning roles and responsibilities, lack of clarity regarding responsibilities, resource scarcity conflicts- financial constraints, resource constraints, limited office or infrastructure, conflicts between individuals, teams and departments, power or value asymmetries.
- Competitive & Avoidance style of conflict management– trivial issues or small issues- to be used sparingly-avoid decision making- neither of concerns of management, employees or unions are addressed- I’ll think about it tomorrow-passive-aggressive style. Ways to overcome avoiding style, move to collaboration.
- Competitive style-Quick action, one party wins, other should lose, concerns, position of opposition is fully ignored- Yes men-no consensus – victory by means of arguments, strength, authority, political power or influence- Disadvantages- concerns not raised-of weaker segments.
- Collaborate compromise style of conflict management– win-win strategy for managers, employees and management-open discussion of issues- concerns and alternative solutions- both sides involved in solution.
- Compromise style of conflict management– you win some, lose some. Effective when two groups are equally powerful- some demands are conceded by both sides and some accepted by both. Both parties may end up giving into demands and therefore remain unsatisfied.
- Accommodating style of Conflict management-relies on sacrifice, selflessness, low assertiveness, maintain relationship- when to use accommodating style- to teach subordinates to take on responsibility, learn from mistakes, you are weak and other side has a competing strategy, how to overcome being too accommodative- learn to use collaborative approaches.
- Process of conflict– How conflict gets worse- five steps-potential opposition/incompatibility, cognition, personalization, intentions, behavior and outcomes. Potential Opposition: first stage- where conflict areas develop- communication, personal variables, structure, listening, understanding. Cognition and personalization- conflict via stress, frustration or anger, emotional involvement, how to handle it; intentions: competitive, collaborative, compromising, avoidance, accommodating.
- Negotiation and third party negotiation strategies– dispute resolution– third party intermediation-negotiation– mediation-arbitration. Negotiation- involved parties suggest remedies. Mediation– a neutral third party to resolve the issue. Arbitration- mediation, evaluation and solution by neutral third party.
- Distributive Integrative bargaining: complex conflicts- how to resolve mutually – two type of bargaining- distributive bargaining- win-lose situation- strategies in distributive bargaining- getting information and keeping information close to yourself, concerned parties don’t know each other and doesn’t have the need to build a relationship. Distributive – first identified by R E Walton and RB McKersie in A Behavioral Theory of Labor Negotiations based on positions, differences, flexibility is less, no importance for relationships, short term gains vs long term losses, learn more about opposing party, reveal less of your weaknesses and preferences. Understanding their motivations to make a deal, interests, business concerns- their options- your first offer- refrain from aggression or greed.
- Win-lose situation or zero sum game– one loses other gains- positional bargaining, zero-sum negotiation, competitive negotiation, hard bargaining- highly competitive process. Distributive – sale of products- price matters most – automobile or real estate- examples. Concept of adversaries, maximization of self interest, concern about current deal. Competitive process- establishing total value, getting the most pie, competitive tactics to win. Techniques – starting high, conceding low, concealing information, minimising value of other’s concessions, making commitments. Deliberate delaying-deceptive and argumentative style, exaggerated emotions, fixed resources, win-lose situations, bluffing, intimidation, aggressive behavior. Tactics- Good-bad guy,high ball low ball, aggressive behavior, snow job, chicken, nibble bogey, high ball, low ball, pros and cons of distributive bargaining, -destructive actions, focusing on differences, maximization of value, single deal, concept of positive bargaining zone-seller’s bargaining range, buyer’s bargaining range. Negotiated agreements-settlements, Strategy- discovering other party’s resistance point, influencing other party’s resistance point, manipulating schedules for negotiation.
- Integrative bargaining- establish relationships– co-operation-sharing information-priorities-solutions. Integrative bargaining in families, businesses-integrating interests by two parties to receive maximum gains-the importance of relationship-creating value before claiming value. Integrating- based on interests- flexibility, creativity in decision making, overcoming differences, workable agreements.
- Integrative negotiation-give them significant information about yourself or organization, tell them why you want to make the deal, real interests and business constraints, reveal your preferences, issues and options, capacities or resources. Creating win-win situations, no-competing situations, distributive and integrative bargaining- parties reach amicable solution- win-win.
- Commonalities over differences, exchange information, ideas, objective criteria, information free flow– problem definition, understanding, evaluation, alternative solutions, mutually acceptable, distinction from problem & exploring solutions, depersonalize, obstacle identification, comprehensive practicality.
- Creating options-redefining problem set– compromise, logroll, modifying the pie, expanding the pie, finding a bridge solution.cutting compliance costs. & superordination.
Requirements for the Conflict Management Course
The course is meant for those professionals with an aptitude for problem solving, customer centric thinking, dispute resolution, arbitration, solving organizational problems. It is ideal for people with an economics, finance, statistics, human resources, legal background .
Why learn Conflict Management
Conflicts are bound to happen in daily life in families, in organisations, political parties, associations because no two people are created equal and has different motivations, desires, values, targets and goals. Managers need to have conceptual knowledge of conflicts, how they occur and different strategies to manage them. Even if conflicts are inevitable, right interventional strategies are required to the managerial levels to prevent them from affecting the functioning of a department or an organization. Conflicts if not properly managed can lead to stressful situations at the workplace. HR, legal and personnel departments need to have people with conflict management skills. Consequently, organisations are looking at people with such capabilities in negotiation, dispute resolution and conflict management skills.
Frequently Asked Questions (FAQ)
- Is this course equivalent to any management or law diploma?
No, this is a skill enhancement course in Conflict Management which will equip professionals for better career growth.
- How is the course content given to learners, is there any classroom support?
This is an online course with videos and learning content that is accessible through username and password. There is no class room support as lessons provided are self-explanatory and with additional video support.
- Is this course affiliated to any university or government body?
No this is a course offered by EduCBA for professionals and is meant for skill enhancement.
- Does this course require any formal learning in psychology, law or management?
No, this course doesn’t require the learner to know psychology law or management but an interest in learning. about conflicts, how they arise and their solutions.
- Does this course enable learner to become consultant or certification in conflict management?
No this is a skill-enhancement that provides a broad understanding of conflicts and is good for consultants. But this course doesn’t f for any certification or consultancy.
- Are learners provided certification by EduCBA?
Yes, all learners who successfully complete the programme are eligible to get EduCBA Course Completion Certificate.
- Is the course time bound or can learners learn at their pace?
The course is not timebound and learners can choose to learn at their own pace. The content will be accessible to them for a life time.
Conflicts are common place in families, small and big organisations but most often the reaction or response is emotional which could be self-defeating. Managers need to understand the human psyche and how personal, intra-personal and inter-personal, group conflicts. I got a good understanding of conflicts and how to resolve them thanks to EdubCBA’s well-structured course in Conflict Management in Organisation Course. I am glad to recommend this course to managers in organisations.
Conflict Management has assumed importance in organisations as stressful situations are created due to improper management of conflicts. In the long run it can affect employee relations, management relationship with employees and hamper productivity. It can also hurt customer, vendor relationships that can impact the bottom line in the long run. I am sure EduCBA’s Conflict Management in Organisation Course will be a useful course for managers and consultants. I have immensely benefited from the course by getting a good insight into conflicts and how they arise in a corporate environment.
In the corporate world, there is a tendency to see conflicts as trivial and best ignored but in some other companies there is a tendency to be competitive not conceding to any demands of the opposite side which again can do harm. So an understanding of what is applicable in a given situation is very important. EducCBA’s Conflict Management in Organisation course is well-equipped with good lectures and videos that help us understand the important concepts of conflicts, types of conflicts, how it grows in an organization, negotiation, bargaining, competitive and accommodative bargaining. It is a must for managers who want to see good relationships emerge at interpersonal levels and between teams in organisations.
I am happy to undergo EduCBA’s online courses which enhances our skill and helps us understand several concepts outside of formal management programmes. Moreover, they are superior in terms of content quality, video and structuring of content. I am happy to have undergone the Conflict Management in Organisation and MS Excel. I am happy to recommend EduCBA courses to professionals, students and consultants. All it requires is a computer and internet connectivity and willingness to learn.
|Where do our learners come from?|
|Professionals from around the world have benefited from eduCBA’s Conflict Management in Organization courses. Some of the top places that our learners come from include New York, Dubai, San Francisco, Bay Area, New Jersey, Houston, Seattle, Toronto, London, Berlin, UAE, Chicago, UK, Hong Kong, Singapore, Australia, New Zealand, India, Bangalore, New Delhi, Mumbai, Pune, Kolkata, Hyderabad and Gurgaon among many.|