Great stuffs to work on self improvement of business persons and achieve their goals in short span of time.

1. Conflict Management
White paper by Kenneth w. Thomas and james rowell
Submitted By:
Anand Ayush

2. Conflict:
 Disagreement between two or more persons at any point.
Conflict management
 Conflict management involves acquiring skills related to conflict
resolution, self-awareness about conflict modes, conflict
communication skills, and establishing a structure for management
of conflict in the environment and organization.

3. • powerful concepts, skills,
data, personal and group
insights, and constructive
norms can make conflict
management a strategic
advantage for an
organization with resulting
improvements in productivity,
Decision making and retention.

4. Understanding of conflict cycle.
key elements of a strategy for making conflict
management a core competency in organization.
Why conflict management is a important factor
for improving productivity of an organisation.

6. Various aspects of conflict cycle are:
 Conflict of Needs
A stressful incident occurs, needs are not being met which triggers a cycle of
irrational beliefs.
 Emotional Stress
Conflict of needs often results in negative feelings or sense of loss of control.
 Reactive Behavior / Communications
Negative feelings about the conflict and/or the other person, not our rational
beliefs, lead to inappropriate behavior and/or communications.
• Negative Response from Others
Others pick up on these negative feelings/behaviors and frequently experience
and exhibit similar feelings and behaviors.

7.  five key elements of a strategy for conflict management
 DEVELOPING CONFLICT LITERACY
 USING THE MODES IN TEAM BUILDING AND INTERVENTION
 INVOLVING TOP MANAGEMENT
 BUILDING CONFLICT MANAGEMENT SKILLS
 MEASURING CONFLICT STYLES

8. DEVELOPING CONFLICT LITERACY

9.  Appreciating Different Styles
Understanding the positive intentions and contributions of each style reduces resentments over style differences
and makes it easier for team members to listen to each other. They can then learn from one another’s insights.
Overcoming the Challenges of Team Style
The challenges and remedies would be quite different for competitor teams, avoider teams, and compromiser
teams. To become more c
effective at conflict management, then, teams need to take different routes depending on
their starting points.
Reducing “Excessive” Behaviors
It is important to help team members and guard each other

10. INVOLVING TOP MANAGEMENT
Building Openness into the Culture
The prevailing mind-set in some organizations is that conflict is a threat to relationships and team
cohesiveness, so people should do what they can to accommodate others view and needs.
Improving Strategic Decision Making
involve creating a culture of openness and open-mindedness where people can safely tell each other the truth,
as well as creating multiple arenas for debate, feedback, and critical thinking.

11. BUILDING CONFLICT MANAGEMENT SKILLS
Choosing the Right Conflict Mode
It is important to learn to avoid discussions of personality and blame, and to control expressions of anger,
remain civil and respectful, and keep the discussion focused on substantive issues.
Implementing a Mode Effectively
Two key skills related to collaborating—distinguishing between concerns and positions, and using “firm flexiblity.”
Reducing the Costs of a Mode
The third level of skill involves reducing the costs, or negative consequences, of the mode you have chosen.

12. MEASURING CONFLICT STYLES
 The third level of skill involves reducing the costs, or negative consequences, of the mode you have
conflict, so that choices can be re-examined and made more thoughtfully. Measurement also provides
a baseline against which to chart change and improvement.
 The contingency approach enables people to see their style as a set of strengths, and to approach change as a
way of building on their strengths rather than correcting their flaws.
 Making measures available online makes it easy for organizations to collect aggregated data on conflict styles.
The organizations can use these data in identifying their “conflict culture” and as a benchmark for change efforts.

13. Summary/Conclusion
 This paper explored five key elements of a strategy for making conflict
management can be applied in a flexible manner, so that they can be
adapted to the special conditions and needs of a given organization.
Organizations can focus these elements on issues that have a special
priority for them, such as innovation, retention, and productivity.
 conflicts typically occur when one person’s needs/desires interfere with
another person’s needs/ desires. These common problems seem to be
exacerbated by such everyday variables as differing work styles,
age/generational differences, gender, cultural differences, racial
differences, etc. In many cases.however, effective conflict resolution skills
can make the difference between positive and negative.