Conflict: The Tip of the Iceberg

An emergent
Can be prevented, more than
avoided.Sit Chennai

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A situtational Approach 01/20/10
 THE SITUATIONAL APPROACH

 “Most Managers are appointed not elected”

Learning:

 How to resolve conflict as a newly

appointed manager

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A situtational Approach 01/20/10
 COACH = MANAGER
The Basic objective remains the same

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 Assumptions
 Kabir Khan = Newly Appointed Manager
 Cultural Diversity in the team
 Lack of trust in the manager
 Lack of Unity
 Existence of Egoistic Behavior

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 Problems Faced
Disobedience
Lack of Morale
Disagreement
No Consensus
Unable to frame a strategy

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A situtational Approach 01/20/10
THE CHALLENGE

 Motivate the team

 Reputation Intact
 Achieve the
Objective
 Create a Bonding

 Asdaishj;kfsu

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A situtational Approach 01/20/10
Potential sources of conflict
 Being Systematic = Being Autocratic
 Cultural differences
 Lack of understanding
 Ego
 Merit vs. Seniority
 Lack of belief
 Acceptance to change

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A situtational Approach 01/20/10
 Conflict in Communication
?
?

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A situtational Approach 01/20/10
 “CHAK DE” Model

Unique Interest Point

Personalized
Approach

Gain Credibility

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A situtational Approach 01/20/10
Unique Point of Interest
 Unifying objective

 Limits the potential

sources of conflict

 Creates synergy

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Personalized Approach

 COMPETING

 COLLABORATING

 AVOIDING

 ACCOMMODATING

 COMPROMISING
-
Kenneth Thomas (5 styles of conflict management)

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Gain Credibility
Defusing technique
Stroking
Empathy
Using ‘We’ statements
Exploration

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Benefits of dealing such conflicts
 Build stronger relationships
 Helps in the growth and development of
the team
 Fastens the learning curve
 Improving productivity and achieving
greater results
 Increased self-respect

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The conflict isn't the problem - it is when
conflict is poorly managed that is the problem

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 Questions?????

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 THANK YOU

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