Lecture Art of Leadership and Motivation - Lecture 16

Art of Leadership & Motivation
HRM – 760
Lecture ­ 16

FACILITATOR
Prof. Dr. Mohammad Majid Mahmood


Management in 
Organizations­II


What we know….
Conflict is a naturally occurring phenomenon for 
human beings
People do not get involved in conflict situations 
unless they have some stake in the relationship or 
outcome or both


What we know….
One can never truly resolve conflict, one can only 
manage conflict
The costs of unmanaged conflict can be high, but 
the gains from using differences creatively can also 
be great
Conflict can either be productive or destructive 


Why & how do we get in
conflict situations?

Why Conflict Arise?
People differ… so they: 
See things differently
Want different things
Have different thinking styles, which prompts them to disagree
Are predisposed to disagree
Have different personalities
Have different status
Have different goals
Are influenced by fear, force, fairness or funds


THE ISSUES
The Facts: present situation, problems
The Goals: how things ought to be, the future conditions 
sought
The Methods: the best, the easiest, the quickest, the most 
ethical
The Values:  the beliefs about priorities that should be 
observed in choosing goals & methods
The History: what has gone on before 


Theories of Conflict
Traditional Theory
conflicts are caused by trouble-makers
conflicts are bad
conflicts should be avoided

Modern Theory
conflicts are expected between human beings
conflicts are often beneficial
conflicts are the natural result of change
conflicts can and should be managed


Types of Conflict
Differences in Style. 
– People's style for a completing job can differ.
– e.g. one person may just want to get the work done quickly (task 
oriented), while another is more concerned about having it done a 
particular way e.g. artistic
Differences in Background/Gender
– Conflicts can arise between people because of differences in 
educational backgrounds, personal experiences, gender and political 
preferences. 
Differences in Personality
– This type of conflict is often fueled by emotion and perceptions 
about somebody else's motives and character. 
– e.g. a team leader jumps on someone for being late because he 
perceives the team member as being lazy. The team member sees the 
team leader as being irrational.


Types of Conflict
Interdependence Conflicts
–  A person's job depends on someone else's co­operation, output or 
input.
–  E.g., a sales­person is constantly late inputting the monthly sales 

figures which causes the accountant to be late with her reports. 
Differences in Leadership
– Leaders have different styles. Employees who change from one 
supervisor to another can become confused 
– E.g.. one leader may be more open and delegates responsibility 
while another may be more directive. For an employee, it becomes 
a conflict situation. 


Resolving Conflicts
1. Step One: Set the Scene 
• Understand the situation rationally
1. Step Two: Gather Information
• Understand each others needs and concerns
1. Step Three: Agree to a Problem
• Define a mutual Problem
1. Step Four: Brainstorm Possible Solutions
•  Think of all the possible solutions
1. Step Five: Negotiate a Solution
•   Come to solution that is agreed by both the groups

If the situation remains a conflict, then consider seeking a 
third party to mediate.
      


More Techniques…
1. Recognize conflict is a 
process to be managed, 
not avoided or 

eliminated.
2. Conflict is a problem to 
be solved, not a battle to 
be won.
3. Stay focused on the 
problem or issue to be 
solved.


More Techniques…
4.
5.
6.
7.

Ask Open­Ended Questions.
Listen Actively
Keep emotions in control.
Separate People from the 
Problem.
8. Focus on Interests, Not 
Positions.
9. Use Ground Rules


Conflict Styles
R
E
L
A

T
I
O
N
S
H
I
P

High Importance
3

5
4
2

1

High
Importance

Low Importance
GOALS


Conflict Styles
R
E
L
A

T
I
O
N
S
H
I
P

High Importance
3

5
4
2

1­­Turtle

High
Importance

Low Importance
GOALS


Turtle - Withdrawing
Avoid conflict at all costs
Give up their personal goals & relationships
Believe it is hopeless to try to resolve conflict
Feel helpless

Easier to withdraw than face conflict


Conflict Styles
R
E
L
A
T
I
O
N
S
H
I
P

High Importance
3

5
4
2­­Shark

1

High
Importance

Low Importance

GOALS


Shark - Forcing
Try to overpower opponents by forcing them to 
accept their solutions
Not concerned with needs of others
Do not care about how others perceive them
Believe in winning and losing
Winning gives them a sense of pride
Try to win by attacking, & threatening others


Conflict Styles
R
E
L
A
T
I
O
N
S
H
I
P

High Importance
3­­Teddy Bear

5

4
2

1

High
Importance

Low Importance
GOALS


Teddy Bear--Smoothing
Relationships most important, goals of little 
importance
Want to be accepted and liked by other people
Believe conflict should be avoided in favour of 
harmony
Fearful that conflict will hurt someone


Conflict Styles
R
E
L
A
T
I

O
N
S
H
I
P

High Importance
3

5
4­­Fox
2

1

High
Importance

Low Importance
GOALS


Fox--Compromising
Moderately concerned with relationships 
and goals
Willing to sacrifice part of their goals and 
relationships in order to find agreement for 
the common good

Conflict Styles
R
E
L
A
T
I
O
N
S
H
I
P

High Importance
3

5­­Owl
4
2

1

High
Importance

Low Importance
GOALS

Owl--Collaborating
Value goals and relationships
View conflicts as problems to be solved
See conflicts as improving relationships by 
reducing tension
Seek solutions that satisfy both parties
Not satisfied until solution is found and 
tension is reduced


Which style is better?