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ROLE OF HR MANAGERS IN
CONFLICT MANAGEMENT
DR.CHRISTINE NGARI( PHD HRM)
HRM CONSULTANT
Outline
?Definition of Terms:
?Conflict
?Conflict resolution
?Conflict transformation
? Conflict cycle
?Causes and effects of conflict (conflict tree)
?Types of conflict
?Stages of conflict
?Conflicts management
Meaning of conflict
? What images come to mind when the term
‘conflict’ is mentioned?
? Are there positive things about conflict?
Note: Conflict is part and parcel of life .
It is not always negative
Definitions
Conflict: - A relationship between two or more
parties (individuals or groups ) who have , or
think they have incompatible goals.
? It occurs when people experience tension in their
relationship with others because of a perception
that their needs are not being met
Meaning.
? Conflict is a clash of interests, values, actions,
views or directions.
? They are revealed when people look at a
problem from their viewpoint alone.
? Conflict is an outcome of organizational
intricacies, interactions and disagreements.
Conflict management
?Conflict management is the process of planning
to avoid conflict where possible and organizing
to resolve conflict where it does happen, as
rapidly and smoothly as possible.
?Depending on the type of conflict, the actors
would vary. A conflict situation might include:
?The 1st party (causing conflict)
?The 2nd party (the offended); and
?The 3rd party (neutral and meant to resolve a
conflict)
Definition continued
Conflict Resolution
? This is an aspect of conflict management
which seeks to build new lasting
relationships between hostile individuals
or groups
Conflict Transformation
? This is the highest level of conflict management .
? Conflict transformation refers to the process of moving
from conflict-habituated systems to peace systems.
? It addresses underlying causes of conflict whether
personal, relational, structural or cultural levels.
? It transforms the negative energy of war into positive
social and political change
Stages of conflict
Stages of conflict explained
Tension development
? Parties begin taking sides. Tension development may app
immediately or over time.
? Intervention opportunity: gathering and providing object
information, listening to all sides, reframing the issue
problem.
Role dilemma
? Employees involved start asking questions: what is happenin
who is right, what should be done? Based on this informati
they may try to take sides. This may happen at the same time
cont
? Intervention opportunity
? gathering and providing objective information,
listening to all sides, leading a discussion to help all
sides see the complexity, values, and perceptions
around the issue.
? Building trust, emphasizing recognition of common
ground, identify appropriate jurisdiction issues.
Injustice collecting
?Each side seeks to gather support.
? Each itemizes the problem, justifies their position,
and thinks of either revenge or strategies to 'win'.
Intervention opportunity
At this stage of the conflict cycle may be the last
chance to build trust and establish sense of common
ground with respect to either the issue, a solution, or
desired outcome.
Confrontation
? At this stage the conflict is open .
?Each side gathers resources and finds allies in
order to increase confrontation.
? Relationships between the two sides become
very strained leading to polarization between
the supporters of each side.
cont
Intervention opportunity
? Effective facilitation, gathering and
providing objective information, listening
to all sides, reframing the challenge,
highlighting all sides and the complexity,
values, and perceptions around the issue.
? Brainstorm causes, alternatives,
consequences, seek win-wins, outline how
decisions will be made and steps forward.
CONT
Adjustments
? Confrontation may be lessened or avoided by one
or both parties making adjustments.
Intervention opportunity
?emphasizing the win-win while applauding the
insights and perspectives of everyone even those
who may not be completely satisfied.
?Providing follow-up information. Consider
highlighting lessons learned, etc.
Causes and effects of conflicts
? These are better understood through the
use of a structure of a tree
Common causes of workplace
conflict
? poor management
? unfair treatment
? unclear job roles
? inadequate
training
? poor
communication
? poor work
environment
? lack of equal
opportunities
? bullying and
harassment
? significant
changes to
products,
appraisals or
pay systems
Major causes of workplace conflict
Personality clashes
? The 'personality mix' within a team can be upset when a
new member of staff joins or if two colleagues suddenly
fall out. Individuals may also respond to difficult or
challenging situations in an unhelpful or unproductive
way.
Unrealistic needs and expectations
? Conflict at work can often be caused when employers
ignore the needs of employees or set unrealistic
expectations. For example, arranging hours that make it
cont
Business values
? Most people have very clear ideas about what they
think is fair, and your organisation's procedures and
policies may not reflect this.
? Give someone a fair hearing or explaining the
reasoning behind a decision.
Unresolved workplace issues
? For example, an employee might ask to be moved to
another team because of their manager's 'aggressive'
Cont
? Increase in workload
? When employees feel that they are
pushed too hard , resentment sets in if
they feel their workload is
unmanageable.
Conflict tree
Causes cont.
THE CONFLICT TREE
Conflict is likened to a tree with three
main parts or elements.
?Roots
?Trunk
?Branches/leaves/fruits
?Root (Causes)
?These are the structural or causal
factors of conflicts
?Although they are the invisible (buried)
contents of the tree, the roots are the
anchor and Source of life for the tree
?The root causes are the underlying
factors that cause conflicts
The Trunk (Manifestation)
?It is the part that connects the roots and the branches.
?It is difficult to distinguish the link of the trunk to a
particular string of the roots.
?Manifestation of a certain behaviour cannot be entirely
linked to one causal factor
?The trunk gives onlookers some clue about the name
and nature of the tree.
?It is possible to identify employees who are likely to
cause conflicts by focusing on the manifested behavior.
The Trunk (Manifestation)-cont.
Examples of what would form the trunk would be:
?Disinterest in work
?High Level Stress (psychosomatic illnesses,
withdrawal, involvement in too many activities
and lack of concentration.)
?Negative attitude
?Low self esteem
?Negative self concept
The Branches, leaves and fruits (Effects)
These are the consequences of the conflicts. They
include:
?Drugs and Substance Abuse
?Bullying
?Absenteesim
?Poor performance
?Aggression
?Violence
?Suicidal tendencies
?depression
Soil Structure
Good soil for conflict in an organization would be
represented by:
?A negative culture
?Laziness, apathy,
?Poor leadership
?Favourism
?Selfishness
?Lack of values
?weak and ineffective rules
?Lack of fairness
Situations that would lead to conflict include:
? Resistance to change
? Poor employee relations
? Poor work habits
? Poor communication
? Unclear job expectations
? Differences in personality
? Poor leadership skills
Types of Conflict.
Conflicts are understood from the
relationship between behavior and
goals or interests.
TYPES OF CONFLICTS
Cont.
No conflict:- the common perception is that this
situation is most preferable.
However, for any group or society to develop an
element of conflict is desirable
Latent conflict:- this is below the surface and needs
to be brought to the open before it can be
effectively addressed.
If this is not addressed it may lead to an open
conflict
Cont.
Surface conflict
?-this is not deep rooted and may be only a
misunderstanding of goals.
? It can be addressed through improved
communication
Open conflict:
?this is deep rooted and very visible.
?It may require actions that address the root
Handling of Conflicts
?When this process is fully implemented, its
ultimate goal is to impart skills, values and
attitudes that help provide constructive
alternatives to conflicts.
?The conflict handling mechanism diagram
helps illustrates the various steps towards
conflict transformation.
? Thomas and Kilmann use these factors to
explain the five different approaches to
dealing with conflict:
? Avoiding
? Competing
? Accomodation
? Compromise
? collaboration
Avoiding
Competing
Accommodating
Compromise
Collaboration
Conflict escalation tornado
https://youtu.be/LcOWhkLF4io?si=s3Mmo1puXMv5Tk6y
Conclusion
?Conflicts are inevitable.
?Conflicts need to be addressed early enough before
they escalate into violence.
?Managers should be able detect early warning
signs of conflict and take prompt action to avert
adverse consequences
?There is need to strengthen the G&C department
which help detect tensions and address bottled-up
emotions
Conclusion
?Establishment of effective disciplinary systems
?Apply good governance /Leadership strategies
?Make workplace environment friendly
?Initiate systems that will enhance good employee relations
?Initiate mentorship programmes

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Conflict resololution,role of hr in resolution

  • 1. ROLE OF HR MANAGERS IN CONFLICT MANAGEMENT DR.CHRISTINE NGARI( PHD HRM) HRM CONSULTANT
  • 2. Outline ?Definition of Terms: ?Conflict ?Conflict resolution ?Conflict transformation ? Conflict cycle ?Causes and effects of conflict (conflict tree) ?Types of conflict ?Stages of conflict ?Conflicts management
  • 3. Meaning of conflict ? What images come to mind when the term ‘conflict’ is mentioned? ? Are there positive things about conflict? Note: Conflict is part and parcel of life . It is not always negative
  • 4. Definitions Conflict: - A relationship between two or more parties (individuals or groups ) who have , or think they have incompatible goals. ? It occurs when people experience tension in their relationship with others because of a perception that their needs are not being met
  • 5. Meaning. ? Conflict is a clash of interests, values, actions, views or directions. ? They are revealed when people look at a problem from their viewpoint alone. ? Conflict is an outcome of organizational intricacies, interactions and disagreements.
  • 6. Conflict management ?Conflict management is the process of planning to avoid conflict where possible and organizing to resolve conflict where it does happen, as rapidly and smoothly as possible. ?Depending on the type of conflict, the actors would vary. A conflict situation might include: ?The 1st party (causing conflict) ?The 2nd party (the offended); and ?The 3rd party (neutral and meant to resolve a conflict)
  • 7. Definition continued Conflict Resolution ? This is an aspect of conflict management which seeks to build new lasting relationships between hostile individuals or groups
  • 8. Conflict Transformation ? This is the highest level of conflict management . ? Conflict transformation refers to the process of moving from conflict-habituated systems to peace systems. ? It addresses underlying causes of conflict whether personal, relational, structural or cultural levels. ? It transforms the negative energy of war into positive social and political change
  • 10. Stages of conflict explained Tension development ? Parties begin taking sides. Tension development may app immediately or over time. ? Intervention opportunity: gathering and providing object information, listening to all sides, reframing the issue problem. Role dilemma ? Employees involved start asking questions: what is happenin who is right, what should be done? Based on this informati they may try to take sides. This may happen at the same time
  • 11. cont ? Intervention opportunity ? gathering and providing objective information, listening to all sides, leading a discussion to help all sides see the complexity, values, and perceptions around the issue. ? Building trust, emphasizing recognition of common ground, identify appropriate jurisdiction issues.
  • 12. Injustice collecting ?Each side seeks to gather support. ? Each itemizes the problem, justifies their position, and thinks of either revenge or strategies to 'win'. Intervention opportunity At this stage of the conflict cycle may be the last chance to build trust and establish sense of common ground with respect to either the issue, a solution, or desired outcome.
  • 13. Confrontation ? At this stage the conflict is open . ?Each side gathers resources and finds allies in order to increase confrontation. ? Relationships between the two sides become very strained leading to polarization between the supporters of each side.
  • 14. cont Intervention opportunity ? Effective facilitation, gathering and providing objective information, listening to all sides, reframing the challenge, highlighting all sides and the complexity, values, and perceptions around the issue. ? Brainstorm causes, alternatives, consequences, seek win-wins, outline how decisions will be made and steps forward.
  • 15. CONT Adjustments ? Confrontation may be lessened or avoided by one or both parties making adjustments. Intervention opportunity ?emphasizing the win-win while applauding the insights and perspectives of everyone even those who may not be completely satisfied. ?Providing follow-up information. Consider highlighting lessons learned, etc.
  • 16. Causes and effects of conflicts ? These are better understood through the use of a structure of a tree
  • 17. Common causes of workplace conflict ? poor management ? unfair treatment ? unclear job roles ? inadequate training ? poor communication ? poor work environment ? lack of equal opportunities ? bullying and harassment ? significant changes to products, appraisals or pay systems
  • 18. Major causes of workplace conflict Personality clashes ? The 'personality mix' within a team can be upset when a new member of staff joins or if two colleagues suddenly fall out. Individuals may also respond to difficult or challenging situations in an unhelpful or unproductive way. Unrealistic needs and expectations ? Conflict at work can often be caused when employers ignore the needs of employees or set unrealistic expectations. For example, arranging hours that make it
  • 19. cont Business values ? Most people have very clear ideas about what they think is fair, and your organisation's procedures and policies may not reflect this. ? Give someone a fair hearing or explaining the reasoning behind a decision. Unresolved workplace issues ? For example, an employee might ask to be moved to another team because of their manager's 'aggressive'
  • 20. Cont ? Increase in workload ? When employees feel that they are pushed too hard , resentment sets in if they feel their workload is unmanageable.
  • 22. Causes cont. THE CONFLICT TREE Conflict is likened to a tree with three main parts or elements. ?Roots ?Trunk ?Branches/leaves/fruits
  • 23. ?Root (Causes) ?These are the structural or causal factors of conflicts ?Although they are the invisible (buried) contents of the tree, the roots are the anchor and Source of life for the tree ?The root causes are the underlying factors that cause conflicts
  • 24. The Trunk (Manifestation) ?It is the part that connects the roots and the branches. ?It is difficult to distinguish the link of the trunk to a particular string of the roots. ?Manifestation of a certain behaviour cannot be entirely linked to one causal factor ?The trunk gives onlookers some clue about the name and nature of the tree. ?It is possible to identify employees who are likely to cause conflicts by focusing on the manifested behavior.
  • 25. The Trunk (Manifestation)-cont. Examples of what would form the trunk would be: ?Disinterest in work ?High Level Stress (psychosomatic illnesses, withdrawal, involvement in too many activities and lack of concentration.) ?Negative attitude ?Low self esteem ?Negative self concept
  • 26. The Branches, leaves and fruits (Effects) These are the consequences of the conflicts. They include: ?Drugs and Substance Abuse ?Bullying ?Absenteesim ?Poor performance ?Aggression ?Violence ?Suicidal tendencies ?depression
  • 27. Soil Structure Good soil for conflict in an organization would be represented by: ?A negative culture ?Laziness, apathy, ?Poor leadership ?Favourism ?Selfishness ?Lack of values ?weak and ineffective rules ?Lack of fairness
  • 28. Situations that would lead to conflict include: ? Resistance to change ? Poor employee relations ? Poor work habits ? Poor communication ? Unclear job expectations ? Differences in personality ? Poor leadership skills
  • 29. Types of Conflict. Conflicts are understood from the relationship between behavior and goals or interests.
  • 31. Cont. No conflict:- the common perception is that this situation is most preferable. However, for any group or society to develop an element of conflict is desirable Latent conflict:- this is below the surface and needs to be brought to the open before it can be effectively addressed. If this is not addressed it may lead to an open conflict
  • 32. Cont. Surface conflict ?-this is not deep rooted and may be only a misunderstanding of goals. ? It can be addressed through improved communication Open conflict: ?this is deep rooted and very visible. ?It may require actions that address the root
  • 33. Handling of Conflicts ?When this process is fully implemented, its ultimate goal is to impart skills, values and attitudes that help provide constructive alternatives to conflicts. ?The conflict handling mechanism diagram helps illustrates the various steps towards conflict transformation.
  • 34. ? Thomas and Kilmann use these factors to explain the five different approaches to dealing with conflict: ? Avoiding ? Competing ? Accomodation ? Compromise ? collaboration
  • 41. Conclusion ?Conflicts are inevitable. ?Conflicts need to be addressed early enough before they escalate into violence. ?Managers should be able detect early warning signs of conflict and take prompt action to avert adverse consequences ?There is need to strengthen the G&C department which help detect tensions and address bottled-up emotions
  • 42. Conclusion ?Establishment of effective disciplinary systems ?Apply good governance /Leadership strategies ?Make workplace environment friendly ?Initiate systems that will enhance good employee relations ?Initiate mentorship programmes
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