Conflict Management (ALIV) Bangladesh. abujauad@gmail.com

1. Welcome
By
Group - “Good for Everything”
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2. Group Members
Name ID
Md. Abu Jauad Khan Aliv 11105137
Ab-e-zamzam 11105199
Gazi Masuduzzaman 11105062
Ali Hasan 11105108
Md. Zahurul Islam 11105064
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3. 3

4. Conflict
Management
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5. Objective
What conflict is
How can we resolve conflict
Why conflict occurs
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6. “Conflict is a form of interaction
among parties that differ in interest,
perceptions, and preferences”
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7. Conflict Management
“Whenever you're in conflict with someone,
there is one factor that can make the
difference between damaging your
relationship and deepening it. That factor is
attitude.” –William James
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8. Affective Conflict / Relationship Conflict
Substantive Conflict / Task Conflict
Conflict of Interest / Clash of Interests
Conflict of Values
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9. Level of Conflict:
3 Levels
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10. 1.Intrapersonal Conflict
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11. 2.Interpersonal Conflict
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12. 3. Intergroup Conflict
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13. Major Reason for Conflict
Conflict comes for
differences in --
Beliefs
Values
Expectation
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14. Conflict May Arise
Insufficient information
Competition for limited resources
People Have different points of view
Communicate to one another differently
Spend large amounts of time together
Depend on one another to “get the job
done”
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15. Lack of cooperation/trust
Personal, self, or group interest
Tension and stress
Power and influence
Two members or sub-groups use
different sources or interpret the same
source differently
Conflict May Arise
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16. Personalities Who Cause Conflict
Aggressor
Passive
Absentee
Error prone
Negative attitude
Chatterbox
Do nothing
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17. Unreliable
Time waster
Resentful person
Personalities Who Cause Conflict
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18. Functions of Conflict
Conflict establishes identity
Serves as a safety valve to hold the group
together
Increases group cohesion
Tests the strength of individuals & groups
Conflict spurs needed change
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19. Mobilizes energy
Causes competition to improve performance
Enhances communication
Ends non productive association
Functions of Conflict
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20. Negative Factors of Conflict
Diverts energy from work
Lowers morale
Threatens psychological well-being
Wastes resources
Creates a negative climate
Breaks down group cohesion
Can increase hostility and aggressive behaviors
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21. Conflict is not Always
Negative
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22. Positive Consequences of Conflict
Leads to new ideas
Stimulates creativity
Motivates change
Promotes organizational vitality
Helps individuals and groups establish identities
Serves as a safety valve to indicate problems
Leads to better communication and
understanding of both sides
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23. Healthy vs. Damaging Conflict
Healthy Conflict
Disagreements that are
communicated in a
supportive environment that
foster the generation of new
ideas or ways to problem
solve
Tension that increases
awareness or sheds light on
a growing workplace
problem
Damaging Conflict
Name Calling
Personal Attacks
Silent and Withdrawn, afraid
to speak up
Cliques, gossip and rumors
Lack of Mutual Respect
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24. Common Type of Conflicts Involve
Manpower resources
Equipment & facilities
Capital expenditures
Costs
Technical options & trade-off
Priorities
Administrative procedure
Scheduling
Responsibilities
Personality clashes 24

25. Stress
Absenteeism
Staff turnover
De-motivation
Non-productivity25

26. 5 Reasons a Dose of Conflict
Might Be Healthy For Your Team
Elephants aren’t allowed to hide in the
room
Social loafing is squashed
Decisions are held to a higher standard
Leadership skills are challenged and
strengthened
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27. International Association
of Conflict Management
Founded to encourage scholars and
practitioners to develop and disseminate
theory, research, and experience
Useful for understanding and improving
conflict management in family, organizational,
societal, and international settings
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28. More than 400 active
faculty, practitioners, and
students who have made
it their professional home
Members span over 36
countries around the
world
About 200 attend
annual conference and
connect in person
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29. Conflict Management Models
Distributive -- Here conflict is
approached as a distribution of a fixed
amount of positive outcomes or
resources
Khun and Poole's Model
Where One side will end up winning and the
other losing, even if they do win
some concessions
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30. Integrative -- Groups utilizing the integrative
model see conflict as a chance to integrate the
needs and concerns of both groups and make
the best outcome possible
Conflict Management Models
Khun and Poole's Model
Where Integrative model resulted in consistently
better task related outcomes than those
using the distributive model
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31. If conflict erupts in your team . .
Listen
Acknowledge
Respond
Resolve Remaining
Differences
Remember
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32. Five Steps to Managing Conflict
1. Anticipate – Take time to obtain information
that can lead to conflict
2. Prevent – Develop strategies before the conflict
occurs
3. Identify – If it is interpersonal or procedural,
move to quickly manage it
4. Manage – Remember that conflict is emotional
5. Resolve – React, without blame, and you will
learn through dialogue 32

33. Frequent meeting of your team
Allow your team to express openly
Sharing objectives
Having a clear and detailed job
description
Distributing task fairly
Never criticize team members
publicly
Always be fair and just with your
team
Being a role model
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34. Project Manager Should Do
There are 4 basic ways of handling conflict in the workplace:
1. Compromising
2. Smoothing
3. Collaborating
4. Forcing
It is important to note that there is no one way to
resolve a conflict and often managers will need to
utilize multiple methods in order to reach a
resolution.
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35.  Conflicts can be managed through….
Conflict is everywhere. We can't avoid conflict
Bonding
Dialogue
Negotiation
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36. Question
Session
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37. • Contact: 88-01672462007
• Country : Bangladesh
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