Manajemen konflik II(MATERI IBU BUDI)(Powerpoint)

(1)

KONFLIK

(2)

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.

(3)

THE DEFINITION OF

CONFLICT

THE DEFINITION OF

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.

(4)

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

(5)

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

(6)

Jenis Konflik



Fungsional

 Konflik yang mendukung tujuan kelompok dan

memperbaiki kinerja kelompok.



Disfungsional

(7)

Proses Konflik

Tahap I Tahap II Tahap III Tahap IV Tahap V Oposisi atau Kognisi dan Maksud Perilaku Hasil ketidakcocokan personalisasi

(8)

Tahap I: Oposisi atau

Ketidakcocokan Potensial

Tahap I: Oposisi atau

Ketidakcocokan Potensial

Kondisi yang menciptakan timbulnya konflik:

 Komunikasi

 Struktur

 Makin besar kelompok  Makin muda

 Makin berbeda tujuan  Gaya tertutup dan ketat

 Variabel Pribadi

(9)

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

(10)

Source of Conflict



Tensions between groups



Increased workload



Multiple role demands



Threats to safety and security



Sconce resources



Cultural differences



Invasion of personal space

(11)

Tahap II: Kognisi dan

Personalisasi

Tahap II: Kognisi dan

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

(12)

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

(13)

Tahap IV: Perilaku

Perilaku mencakup:



Pernyataan



Tindakan

(14)

Kontinum Intensitas Konflik

Konflik

Pemusnah

Tiada Konflik

 Upaya terang-terangan untuk

menghancurkan pihak lain

 Serangan fisik yang agresif

 Ancaman dan ultimatum

 Serangan verbal yang tegas

 Pertanyaan atau tantangan

terang-terangan terhadap pihak lain

 Ketidaksepakatan atau salah paham

(15)

Manajemen Konflik

 Pemecahan konflik

 Pemuaian sumber daya  Penghindaran

 Perataan  Kompromi  Otoritatif

 Mengubah variabel

manusia

 Mengubah variabel

struktur

 Disfungsional

 Oposisi tak terkendali  Menghentikan fungsi

kelompok

(16)

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

(17)

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

(18)

Konflik dan Kinerja Unit

Situasi Tingkat Konflik

Tipe Konflik Karakteristik

Internal Unit

Hasil Kinerja Unit

A Rendah

atau Tiada

Disfungsional Apatis Macet

1. Tidak tanggap thd perubahan

2. Kekurangan ide baru

Rendah

B Optimal Fungsional Hidup, kritis diri, inovatif Tinggi

C Tinggi Disfungsional Mengganggu, kacau balau

Tidak kooperatif

(19)

FIVE CONFLICT-HANDLING STYLES

Conflict-handling styles Related Term Proverb Forcing Competing

Conflictful

Moving against the other

Put your foot down where you mean to stand

Collaborating Problem solving Integrating

Confronting

Come let us reason together

Compromising Splitting the difference Sharing

Horse-trading

You have to give some to get some (take and give)

Avoiding Moving away from the other Withdrawing

Losing-leaving

Let sleeping dogs lie

Accommodating Yielding-losing Friendly-helping

Moving toward the other

It is better to give than to receive

(20)

5 WAYS

MANAGEMENT CONFLIC

A AVOIDANCE

B COMPETITION

C ACCOMMODATION

D COMPROMISE

(21)

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.

(22)

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.

(23)

COMPETITION



PLUS



The winner is clear



Winner usually experience gains



MINUS



Establishes the batter ground for the

next conflict



May cause worthy competitions to

(24)

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.

(25)

ACCOMMODATION



PLUS



Curtails conflict situations



Enhances ego of the other



MINUS



Sometimea establishes a precedence

(26)

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.

(27)

COMPROMISE



PLUS



Show good will



Establishe friendship



MINUS



No one gets what they wants

(28)

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.

(29)

COLLABORATION



PLUS



Every one “wins”



Create good feelings



MINUS



Hard to achieve since no one knows how



Often confusing since players can “win”

(30)

WHAT THIS MEANS

MANAGING CONFLICT MEANS YOE

NEED TO DEVELOP SEVERAL

(31)

TIPS FOR MANAGING

WORKPLACE CONFLICT

TIPS FOR MANAGING

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

membantu

(32)