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METHODS OF RESOLVING INTERPERSONAL CONFLICT

R . J . BURKE

PRESESNTED BY :-AFTAB LASHKARIYA

AMIT THAKAR

ANKIT KUMAR JHA

AVINASH KHANDURI

SURAJ BHAN

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BA (Manitoba)MA & PhD (Michigan)

Professor Emeritus of Organization Studies.

AUTHORRONALD J. BURKE 

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CASE STUDY

PHASE 1

Questionnaire data from 74 managers, describing the way

they and their immediate superiors dealt with conflictsbetween them.

PHASE 2

57 managers provided written descriptions of times when

they felt particularly good, and particularly bad, about the

way an interpersonal conflict was resolved.

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PHASE 1

FIVE METHODS OF CONFLICT RESOLUTION By. BL AKE AND MOUTON 

1. Withdrawing :- See no evil, hear no evil, speak no evil

2. Smoothing :- Play down the differences & emphasize common

interest

3. Compromising :- No one loses but no one wins

4. Forcing :- Creates a victor and a vanquished

5. Confrontation Problem Solving :- Both can win

TWO DEPENDENT VARIABLES :-

(1) Constructive use of differences and disagreements

(2) Aspects of the superior-subordinate relationship in planning job

targets and evaluating accomplishments.

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Withdrawing and forcing behaviours were negatively

related to the dependent variables.

Compromising was not related to these variables.

Use of smoothing was inconsistently related (sometimes

positive and sometimes negative).

Only confronting or problem solving was always related

positively to the dependent variables.

FINDINGS OF PHASE 1

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FINDINGS OF PHASE 2

Confrontation :- Effective Resolution.

Forcing and withdrawing :- Ineffective Resolution.

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LEARNINGS FROM THE ARTICLE

Methods of NEGOTIATING & CONFLICT handling

Effective & Ineffective conflict Resolution

Characteristics of Problem Solving

Attitude, Skill & Creativity

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LEARNINGS FROM THE CHAPTER 

CONFLICT & NEGOTIATION

CATEGORIES OF CONFLICT

TRADITIONAL SOURCES OF CONFLICTS

ISSUES TO HANDLE IN THE PROJECT FORMATION

PROJECT NEGOTIATION REQUIREMENTS

CONFLICT & THE PROJECT LIFE CYCLE

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CONCLUSION

The person with the different ideas especially when he

is subordinate, are generally seen as the trouble maker,

 but it actually leads to innovation.

E.g. Maruti udyog LTD.

The poorest method of the conflict resolution is

forcing.

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Techniques Effective Resolution

N %

Ineffective Resolution

N %

Withdrawing 0.0 9.4

Smoothing 11.3 5.7

Forcing 24.5 79.2

Compromise 11.3 5.7

Confrontation problemsolving

58.5 0.0

Others 5.7 3.8

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Finally the conflicts situations can be

minimize by using better ambiance,common goals, continuous evaluation of 

employees, motivating to work in teams,

etc.

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THANK YOU