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Transcript of Conflict Managment- Presentation
8/3/2019 Conflict Managment- Presentation
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Prepared By Namrita
Raina Conflict Managment 1
Conflict
Management
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Dealing with ConflictConflict occurs when individuals or
groups are not obtaining what they need
or want and are seeking their own self-interest. Sometimes the individual is notaware of the need and unconsciouslystarts to act out. Other times, the
individual is very aware of what he or she wants and actively works atachieving the goal.
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About Conflict
Conflict is inevitable;
Conflict develops because we are dealing
with people's lives, jobs, children, pride, self-concept, ego and sense of mission or purpose;
Early indicators of conflict can be recognized;
There are strategies for resolution that areavailable and DO work;
Although inevitable, conflict can beminimized, diverted and/or resolved.
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Beginnings of conflict
Poor communication
Seeking power
Dissatisfaction with management style
Weak leadership
Lack of opennessChange in leadership
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Conflict indicators
Body language
Disagreements, regardless of issue
Withholding bad news
Surprises
Strong public statements Airing disagreements through media
Conflicts in value system
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Conflict indicators
Desire for power
Increasing lack of respect
Open disagreement
Lack of candor on budget problems or other sensitive issues
Lack of clear goals
No discussion of progress, failure
relative to goals, failure to evaluate thesuperintendent fairly, thoroughly or atall.
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Conflict is destructive when
it Takes attention away from other
important activities
Undermines morale or self-concept Polarizes people and groups, reducing
cooperation
Increases or sharpens difference Leads to irresponsible and harmful
behavior, such as fighting, name-calling
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Conflict is constructive
when it Results in clarification of important
problems and issues
Results in solutions to problems
Involves people in resolving issues
important to them
Causes authentic communication Helps release emotion, anxiety, and
stress
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Techniques for avoiding
conflict: Meet conflict head on
Set goals
Plan for and communicate frequently Be honest about concerns
Agree to disagree - understand healthydisagreement would build better decisions
Get individual ego out of management style
Let your team create - people will supportwhat they help create
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Techniques for avoiding
conflict: Discuss differences in values openly
Continually stress the importance of following
policy
Communicate honestly - avoid playing
"gotcha" type games
Provide more data and information than isneeded
Develop a sound management system
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Reaching Consensus
through Collaboration Groups often collaborate closely in order to
reach consensus or agreement. The ability to
use collaboration requires the recognition of and respect for everyone's ideas, opinions,and suggestions. Consensus requires thateach participant must agree on the pointbeing discussed before it becomes a part of
the decision. Not every point will meet witheveryone's complete approval. Unanimity isnot the goal.
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Reaching Consensus
through Collaboration The goal is to have individuals accept a
point of view based on logic. When
individuals can understand and acceptthe logic of a differing point of view, you
must assume you have reached
consensus.
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Follow these guidelines for
reaching consensus: Avoid arguing over individual ranking
or position. Present a position aslogically as possible.
Avoid "win-lose" statements. Discardthe notion that someone must win.
Avoid changing of minds only in order to avoid conflict and to achieve
harmony. Avoid majority voting, averaging,
bargaining, or coin flipping. These donot lead to consensus.
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Follow these guidelines for
reaching consensus: Treat differences of opinion as indicative of
incomplete sharing of relevant information,
keep asking questions. Keep the attitude that holding different
views is both natural and healthy to agroup.
View initial agreement as suspect. Explorethe reasons underlying apparentagreement and make sure that membershave willingly agreed.