Send the link below via email or IMCopy
Present to your audienceStart remote presentation
- Invited audience members will follow you as you navigate and present
- People invited to a presentation do not need a Prezi account
- This link expires 10 minutes after you close the presentation
- A maximum of 30 users can follow your presentation
- Learn more about this feature in our knowledge base article
Do you really want to delete this prezi?
Neither you, nor the coeditors you shared it with will be able to recover it again.
Make your likes visible on Facebook?
Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.
Transcript of MANAGING CONFLICTS
What are we here for?????
What is a conflict??????
A state of opposition between
ideas, interests, etc; disagreement
or controversy leading to a state
of emotional tension.
Are conflicts bad????
Consequences of conflict:
Develop Mutual Respect
Breakdown of Teamwork
Why do conflicts occur????
Why do Conflicts occur??????
Differences in Beliefs, Opinions, Values
Preconceived notions and Existing Relationships
When quick, decisive action is vital.
On important issues where unpopular courses of action need implementing.
On issues vital to company welfare when you know you are right.
To protect yourself against people who take advantage of noncompetitive behavior.
When an issue is trivial, of only passing importance, or when other more important issues are pressing.
When you perceive no chance of satisfying your concerns.
When the potential damage of confronting a conflict outweighs the benefits of its resolution.
To let people cool down, to reduce tension to a productive level, and to regain perspective and composure.
When gathering more information outweighs the advantages of an immediate decision.
When others can resolve the conflict more effectively.
When the issue seems tangential or symptomatic of another, more basic issue
When you realize that you are wrong, to allow a better position to be heard, to learn from others, and to show that you are reasonable.
When the issue is much more important to the other person than to you, to satisfy the needs of others, and as a goodwill gesture to help maintain a cooperative relationship.
To build up a social credit for later issues that are important to you.
When continued competition would only damage your cause, when you are outmatched and losing.
When preserving harmony and avoiding disruption are especially important.
To aid the managerial development of subordinates by allowing them to experiment and
learn from their own mistakes.
To find an integrative solution when both sets of concerns are too important to be compromised.
When your objective is to learn.
To merge insights from people with different perspectives on a problem.
To gain commitment by incorporating others’ concerns into a consensual decision.
To work through hard feelings that have been interfering with an interpersonal relationship.
When goals are moderately important, but not worth the effort or potential disruption of a more assertive mode.
When two opponents with equal power are strongly committed to mutually exclusive goals, e.g., labor management bargaining.
To arrive at expedient solutions under time pressure.
To achieve temporary settlement to complex issues.
As a backup mode when collaboration or competition fails to be successful
How to resolve conflicts????
Respect Individual Differences
Keep People separate from Problems
Focus on the real issue
LISTEN first, TALK second
Preventing unnecessary conflicts
Avoid Blame Game
Allow Time for cooling down
Use a Win-Win Approach
Frequently Meet as a Team/ Group
Keep an OPEN MIND and a POSITIVE ATTITUDE
Avoid Criticizing others.
Body Language & the TONE of your voice matters.
Objectives of training
Identifying your style of handling conflict