Dear friends,
In the last couple of days, I found the article with the above title has been making rounds on WA groups. Instead of sharing the entire article, I am sharing the link. It is as below:
https://www.linkedin.com/pulse/thing...artika-kashyap
Since I have conducted the training programme on conflict so many times, I have given my critical views on it. These are given in the next post. For further doubts, feel free to contact me.
Thanks,
Dinesh Divekar
From India, Bangalore
7884In the last couple of days, I found the article with the above title has been making rounds on WA groups. Instead of sharing the entire article, I am sharing the link. It is as below:
https://www.linkedin.com/pulse/thing...artika-kashyap
Since I have conducted the training programme on conflict so many times, I have given my critical views on it. These are given in the next post. For further doubts, feel free to contact me.
Thanks,
Dinesh Divekar
From India, Bangalore
Dear friends,
Recently, an article was circulated on one of the groups of WA. I have given my reply to the article. It is given below.
There are three types of conflicts. Process conflict, Task conflict and Relationship conflict.
Task conflict relates to the content and goals of the work. Process conflict relates to how the work gets done and lastly, Relationship conflict focuses on interpersonal issues. However, not many managers are unable to distinguish between task conflict and process conflict. If they conflicting managers have poor interpersonal skills, then the conflict slips into relationship conflict. Rather than discussing the issues, people start discussing about the persons. When this goes on for a longer time then people start taking their positions and start defending them. This degrades the interpersonal environment still further. Out of frustration, someone withdraws. Occasionally employee attrition is nothing but this withdrawal.
Thomas-Kilman conflict mode of instrument tells us about five different responses to the conflict. These are competing, avoiding, accommodating, compromising and collaborating. Each response is important and managers are expected to use each one of them depending on the situation. However, because of the lack of awareness of these responses, managers stick to one of the responses irrespective of the situation. This perennial adherence to one type of response also generates the conflict. Over a period of time, it slips into relationship conflict as discussed in the previous paragraph.
The next thing that article does not discuss is about managers’ ability to substitute positive conflict in place of negative conflict. To do this, it requires thorough understanding of both demands lot of maturity. Inability of to understand the difference between the two leads managers to take position that any conflict is bad and they start striving for conditions of harmony, which always is wild goose chase.
Thanks,
Dinesh Divekar
From India, Bangalore
Recently, an article was circulated on one of the groups of WA. I have given my reply to the article. It is given below.
There are three types of conflicts. Process conflict, Task conflict and Relationship conflict.
Task conflict relates to the content and goals of the work. Process conflict relates to how the work gets done and lastly, Relationship conflict focuses on interpersonal issues. However, not many managers are unable to distinguish between task conflict and process conflict. If they conflicting managers have poor interpersonal skills, then the conflict slips into relationship conflict. Rather than discussing the issues, people start discussing about the persons. When this goes on for a longer time then people start taking their positions and start defending them. This degrades the interpersonal environment still further. Out of frustration, someone withdraws. Occasionally employee attrition is nothing but this withdrawal.
Thomas-Kilman conflict mode of instrument tells us about five different responses to the conflict. These are competing, avoiding, accommodating, compromising and collaborating. Each response is important and managers are expected to use each one of them depending on the situation. However, because of the lack of awareness of these responses, managers stick to one of the responses irrespective of the situation. This perennial adherence to one type of response also generates the conflict. Over a period of time, it slips into relationship conflict as discussed in the previous paragraph.
The next thing that article does not discuss is about managers’ ability to substitute positive conflict in place of negative conflict. To do this, it requires thorough understanding of both demands lot of maturity. Inability of to understand the difference between the two leads managers to take position that any conflict is bad and they start striving for conditions of harmony, which always is wild goose chase.
Thanks,
Dinesh Divekar
From India, Bangalore
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