Manajemen konflik II(MATERI IBU BUDI)(Powerpoint)

  KONFLIK

Budi Anna Keliat

  Konflik Konflik 

  Suatu proses yang dimulai bila satu pihak merasakan bahwa suatupihak lain telah mempengaruhi secara negatif atau akan segera mempengaruhi secara negatif, sesuatu yang diperhatikan pihak pertama.

  (Robbins)

THE DEFINITION OF THE DEFINITION OF CONFLICT CONFLICT

  

  Conflict is behavior by a person or group that is purposely designed to inhibit the attainment of goals _ by another person or group. _ Active Passive

   Most of us think of conflict as a negative experience. 

  Conflict has the potential to produce positive _ outcome.

  A device for directing effort.

  

Pandangan Tentang Konflik

Pandangan Tentang Konflik



  Semua konflik merugikan dan harus dihindari.

  

Konflik merupakan hasil wajar dan tidak

terelakkan dalam setiap kelompok.

   Konflik tidak hanya suatu kekuatan positif dalam suatu kelompok melainkan mutlak

perlu untuk suatu kelompok agar dapat

berkinerja efektif.

  LEVEL OF CONFLICT (Vecchio&Gray&Starke) LEVEL OF CONFLICT (Vecchio&Gray&Starke) 1.

  INTRAPERSONAL CONFLICT _ Approach – Approach Conflict _ Avoidance – Avoidance Conflict _ Approach – Avoidance Conflict

2. INTERPERSONAL CONFLICT

PERSPECTIVES IN CONFLICT ANALYSIS 3.

  Intra-Individual Conflict _4. Inter-Individual Conflict _5. Individual-Group Conflict _6. Intergroup Conflict

  Jenis Konflik Jenis Konflik 

  Fungsional 

  Konflik yang mendukung tujuan kelompok dan memperbaiki kinerja kelompok.

   Disfungsional  Konflik yang merintangi kinerja kelompok.

  Proses Konflik Proses Konflik

Tahap I Tahap II Tahap III Tahap IV Tahap V

Oposisi atau Kognisi dan Maksud Perilaku Hasil ketidakcocokan personalisasi potensial

  Tahap I: Oposisi atau Tahap I: Oposisi atau Ketidakcocokan Potensial Ketidakcocokan Potensial

  Kondisi yang menciptakan timbulnya konflik:

  

  Komunikasi

   _ Struktur _ Makin besar kelompok _ Makin muda _ Makin berbeda tujuan Gaya tertutup dan ketat  _ Variabel Pribadi _ Otoriter dan dogmatik

SOURCES OF CONFLICT SOURCES OF CONFLICT 1.

  VECCHIO _ Comminication factors _ Structural factors _ Personal behaviour factors _2. GRAY & STARKE _ Limited resources _ Interdependent work activities _ Differentiation of activities _ Communication problems _ Differences in perseption’s _ The environment of the organization _ Other sources of conflict

  

Source of Conflict

Source of Conflict



  Tensions between groups 

  Increased workload 

  Multiple role demands 

  Threats to safety and security 

  Sconce resources 

  Cultural differences 

  Invasion of personal space

  Tahap II: Kognisi dan Tahap II: Kognisi dan Personalisasi Personalisasi 

  Persepsi terhadap konflik 

  Kesadaran oleh satu pihak atau lebih akan eksistensi kondisi-kondisi yang menciptakan kesempatan untuk timbulnya konflik.

   Perasaan terhadap konflik 

  Pelibatan emosional dalam suatu konflik yang menciptakan kecemasan, ketegangan, frustasi, dan permusuhan.

  Tahap III: Maksud Tahap III: Maksud  _ Maksud (Intensi) _ Keputusan untuk bertindak dalam suatu cara tertentu. _ Bersaing

  Suatu hasrat untuk memuaskan kepentingan seseorang, tidak _ peduli dampaknya pada pihak lain. _ Berkolaborasi _

Keinginan untuk memuaskan kepentingan semua pihak.

_ Menghindar _ Menarik diri dari kondisi konflik. _ Mengakomodasi Kesediaan menaruh kepentingan lawan di atas kepentingan _ sendiri. _ Berkompromi Tiap pihak bersedia melepas sesuatu.

  

Tahap IV: Perilaku

Tahap IV: Perilaku

Perilaku mencakup:

   Pernyataan

   Tindakan

   Reaksi

  Kontinum Intensitas Konflik Kontinum Intensitas Konflik 

  Konflik Upaya terang-terangan untuk menghancurkan pihak lain Pemusnah

  

  Serangan fisik yang agresif

  

  Ancaman dan ultimatum

  

  Serangan verbal yang tegas

  

  Pertanyaan atau tantangan terang- terangan terhadap pihak lain

  

  Ketidaksepakatan atau salah paham Tiada kecil Konflik

  Manajemen Konflik Manajemen Konflik 

  Pemecahan konflik _

  Pemuaian sumber daya _ Penghindaran _ Perataan _ Kompromi _ Otoritatif _ Mengubah variabel _ manusia Mengubah variabel struktur

  

  Disfungsional _

  Oposisi tak terkendali _ Menghentikan fungsi _ kelompok Menghambat komunikasi _ Mengurangi keterpaduan _ Mengalahkan tujuan

CONFLICT MANAGEMENT CONFLICT MANAGEMENT A.

  GRAY & STARKE _{1. Conflict Stimulation a.}

  Appointing managers who are open to change _b. Encouraging competition _c. Restructuring the work unit _2.

  Conflict Resolution _a.

  Forcing _b. Smoothing _c. Ajority Rule _d. Compromise _e. Consensus _f. Confrontation _g. B.

  VECCHIO _1.

  Conflict management (five styles) _a.

  Forcing/Competing _b. Collaborating _c. Compromising _d. Avoiding _e. Accommodating _2.

  Structural Approach _3. Stimulating Conflict (sama dengan Gray & Starke) _4. Intergroup Conflict _{a. Rules and Procedures}

  b. Appeal to Higher Authority _{c. Boundary-Spanning Positions}

  d. Negotiation _{e. Team}

  f. Integrating Department

  Konflik dan Kinerja Unit Tinggi ↑ Kinerja A B C Unit ↓ (Rendah) Tingkat Konflik (Tinggi)

Situasi Tingkat Tipe Konflik Karakteristik Hasil Kinerja

Konflik

  Internal Unit Unit A Rendah Disfungsional Apatis Rendah atau Macet _1. Tiada Tidak tanggap thd perubahan _2.

  Kekurangan ide baru B Optimal Fungsional Hidup, kritis diri, inovatif Tinggi

FIVE CONFLICT-HANDLING STYLES

  Conflict-handling styles Related Term Proverb

Forcing Competing Put your foot down where you

mean to stand Conflictful

  Moving against the other Collaborating Problem solving Come let us reason together Integrating Confronting

  

Compromising Splitting the difference You have to give some to get

some (take and give) Sharing Horse-trading

  Avoiding Moving away from the other Let sleeping dogs lie Withdrawing Losing-leaving Accommodating Yielding-losing It is better to give than to receive Friendly-helping

  Moving toward the other

  

5 WAYS

MANAGEMENT CONFLIC

A AVOIDANCE B COMPETITION C ACCOMMODATION D COMPROMISE

  A. Avoiding

  A. Avoiding 1.

  When an issue is trivial, or more important issues are pressing.

  2. When you perceive no chance of satisfying your concern.

  3. When potential disruption outweighs the benefits of resolution.

  4. To let people cool down and regain perspective.

  5. When gathering information supersedes immediate decision.

  6. When others can resolve the conflict more effectively.

  7. When issues seem tangential or symptomatic of other issues.

  B. COMPETING

  B. COMPETING 1.

  When quick, decisive action is vital, e.g., emergencies.

  2. On important issues where unpopular actions need

  implementing, e.g., cost-cutting, enforcing unpopular rules, discipline.

  3. On issues vital to company welfare when you know you’re right.

  4. Against people who take advantage of noncompetitive behavior.

COMPETITION COMPETITION

   PLUS

   The winner is clear

   Winner usually experience gains

   MINUS

   Establishes the batter ground for the next conflict

   May cause worthy competitions to

withdraw or leave the organization

  C. Accommodating

  C. Accommodating 1.

  When you find you are wrong – to allow a better position to be heard, to learn, and to show your reasonableness.

  2. When issues are more important to others than to you – to satisfy others and maintain cooperation.

  3. To build social credits for later issues.

  4. To minimize loss when you are outmatched and losing.

  5. When harmony and stability are especially important.

  6. To allow subordinates to develop by learning from mistakes.

  Source: K. W. Thomas, “Toward Multi – Dimensional Values in

Teaching: The Example of Conflict Behaviours,” Academy of

ACCOMMODATION ACCOMMODATION

   PLUS 

  Curtails conflict situations 

  Enhances ego of the other 

  MINUS 

  Sometimea establishes a precedence 

  Does not fully engage participants

  D. Compromising

  D. Compromising 1.

  When goals are important but not worth the effort of potential disruption of more assertive modes.

  2. When opponents with equal power are committed to mutually exclusive goals.

  3. To achieve temporary settlements to complex issues.

  4. To arrive at expedient solutions under time pressure.

  5. As a backup when collaboration or competition is unsuccessful.

COMPROMISE COMPROMISE

   PLUS 

  Show good will 

  Establishe friendship 

  MINUS 

  No one gets what they wants 

  May feel like a dead end

  E. Collaborating

  E. Collaborating 1.

  To fid an integrative solution when bath sets of concerns are too important to be compromised.

  2. When your objective is to learn.

  3. To merge insights from people with different perspectives.

  4. To gain commitment by incorporating concerns into a consensus.

  5. To work through feelings that have interfered with a relationship.

COLLABORATION COLLABORATION

   PLUS 

  Every one “wins” 

  Create good feelings 

  MINUS 

  Hard to achieve since no one knows how 

  Often confusing since players can “win” something they didn’t know they wanted

WHAT THIS MEANS WHAT THIS MEANS

  

MANAGING CONFLICT MEANS YOE

NEED TO DEVELOP SEVERAL STYLES AND DECIDE WHICH IS

VALUABLE AT ANY GIVEN POINT OF CONFLICT

TIPS FOR MANAGING TIPS FOR MANAGING WORKPLACE CONFLICT WORKPLACE CONFLICT

   Bina hubungan baik sebelum konflik terjadi

   Jangan biarkan masalah kecil menjadi besar, selesaikan segera

   Hargai perbedaan

   Dengarkan pendapat orang lain pada situasi konflik

   Hargai perasaan sebelum fokus pada fakta

   Fokus pada penyelesaian masalah bukan mengubah orang lain

   Jika tidak dapat diselesaikan, cari orang ketiga yg dapat

  Terima kasih Selamat Mencoba