COURAGE CHITSINDE C15126051UPROMISE RUZVIDZO C15126052L

OLIVER MABASA C15126021WWISTONE MBAYO C15126130P

MICHAEL MUTOMBO C15126515MTIMOTE MANDA C15125902T

CHURCHIL MURAMBIWA C15126049AGRANWELL KANENGONI C15126065y

MIKE GWATURE C151126032TPRINCE SMKANGE C15126379C

Conflict handling /resolution strategies

INTRODUCTION 

Conflict is a natural part of life. Dealing with it in an effective and meaningful way is the main difference between a healthy relationship and an unhealthy one.

Definition: - Conflict is when two or more values, perspectives and opinions are contradictory in nature and haven't been aligned or agreed about yet. We can also define it as-Disagreement through which the parties involved perceive a threat to their needs, interests or concerns.

CAUSES OF CONFLICT 

Conflict situations arise because of: Poor communications  Employees don't understand reasons for decisions, they aren't involved in decision-making. Competition for limited resources. Stress from working with inadequate resources.

Interpersonal conflicts or "Personal chemistry", including conflicting personalities, perceptions, status, ideological, philosophical outlooks, values or actions among managers and employees.

Leadership problems, including inconsistent, missing, too-strong or uninformed leadership (at any level in the organization), evidenced by: Supervisors don't understand the jobs of their subordinates.

Unresolved prior conflicts

Conflict handling styles1 Competing

A competitive style is an attempt to gain power and pressure a change at the other person’s expense.

A competitive style of managing conflict can be appropriate when you have to implement an unpopular decision, make a quick decision, the decision is vital in a crisis, or it is important to let others know how important an issue is to you – "standing up for your right."

2. Accommodating

By accommodating you set aside your own personal needs because you want to please others in order to keep the peace.

The emphasis is on preserving the relationship.

3. Avoiding

Avoidance is characterized by deliberately ignoring or withdrawing from a conflict rather than facing it.

This style may be perceived as not caring about your own issue or the issues of others.

People who avoid the situation hope the problem will go away, resolve itself without their involvement, or think that others are ready to take the responsibility.

4. Compromising

The compromising style demonstrates that you are willing to sacrifice some of your goals while persuading others to give up part of theirs – give a little, get a little.

Compromising maintains the relationship and can take less time than collaboration and resolutions might mean splitting the difference or seeking a middle ground position.

5. Collaborating

The collaborative style views conflicts as problems to be solved and finding creative solutions that satisfy all the parties’ concerns.

You don’t give up your self interest; you dig into the issue to identify the underlying concerns, test your own assumptions, and understand the views of others.

Kilmann conflict mode instrument(TKI)

The Thomas-Kilmann Conflict Mode Instrument (TKI) comprises five key components along two separate parameters: assertiveness and cooperativeness.  TKI defines assertiveness as, “the extent to which the individual attempts to satisfy his or her own concerns,” and cooperativeness as, “the extent to which the individual attempts to satisfy the other person’s concerns

The TKI method stresses the importance of applying the most appropriate strategy to individual situations.  For example, at first glance, dealing with conflict by avoiding the situation doesn’t sound like a very strong approach. However, as authors Kenneth Thomas and Ralph Kilmann point out, there are instances when avoidance is appropriate, such as: when issues are seemingly or relatively unimportant; when you need to let emotions cool down or need to collect more information; when others can resolve an issue more effectively; or simply when the costs of confronting an issue outweigh the benefits of a resolution

Conflict handling strategies

Strategies for Conflict ResolutionWhen angry, separate yourself from the

situation and take time to cool out.Attack the problem, not the person. Start

with a compliment. Communicate your feelings assertively, NOT

aggressively. Express them without blaming. Focus on the issue, NOT your position about

the issue.Accept and respect that individual opinions

may differ, don’t try to force compliance, work to develop common agreement.

Strategies for Conflict Resolution continuedDo not review the situation as a competition,

where one has to win and one has to lose. Work toward a solution where both parties

can have some of their needs met.Focus on areas of common interest and

agreement, instead of areas of disagreement and opposition.

NEVER jump to conclusions or make assumptions about what another is feeling or thinking.

Strategies for Conflict Resolution continuedListen without interrupting; ask for feedback

if needed to assure a clear understanding of the issue.

Remember, when only one person’s needs are satisfied in a conflict, it is NOT resolved and will continue.

Forget the past and stay in the present. Build ‘power with’ NOT ‘power over’ others. Thank the person for listening.

Man in action

..... The Journey of Life

Seems inevitable

.... After all it can be resolved ......

CONCLUSIONConflict is inevitable and common in every

organization, and often good. However, the results of conflict are not predetermined.

Conflict might escalate and lead to nonproductive results, or conflict can be beneficially resolved and lead to quality final products.

Therefore, learning to manage conflict is integral to a high-performance team. Although very few people go looking for conflict, more often than not, conflict results because of miscommunication between people with regard to their needs, ideas, beliefs, goals, or values. Conflict management is the principle that all conflicts cannot necessarily be resolved, but learning how to manage conflicts can decrease the odds of nonproductive escalation.