Transcript KONFLIK

KONFLIK
Budi Anna Keliat
Konflik
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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
CONFLICT
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Conflict is behavior by a person or group that is
purposely designed to inhibit the attainment of goals
by another person or group.
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Active
Passive
Most of us think of conflict as a negative experience.
Conflict has the potential to produce positive
outcome.
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A device for directing effort.
Pandangan Tentang Konflik
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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)
1.
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2.
INTRAPERSONAL CONFLICT
Approach – Approach Conflict
Avoidance – Avoidance Conflict
Approach – Avoidance Conflict
INTERPERSONAL CONFLICT
PERSPECTIVES IN CONFLICT ANALYSIS
1.
Intra-Individual Conflict
2.
Inter-Individual Conflict
3.
Individual-Group Conflict
4.
Intergroup Conflict
Jenis Konflik
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Fungsional
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Konflik yang mendukung tujuan kelompok dan
memperbaiki kinerja kelompok.
Disfungsional
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Konflik yang merintangi kinerja kelompok.
Proses Konflik
Tahap I
Tahap II
Oposisi atau
Kognisi dan
ketidakcocokan personalisasi
potensial
Konflik yang
dipersepsikan
Kondisi
Anteseden:
1. Komunikasi
2. Sruktur
3. Variabel
pribadi
Konflik yang
dirasakan
Tahap III
Maksud
Maksud
penanganan
konflik:
1. Bersaing
2. Kerjasama
3. Berkompromi
4. Menghindar
5. Mengakomodasi
Tahap IV
Perilaku
Tahap V
Hasil
Kinerja
kelompok
meningkat
Konflik terbuka:
1. Perilaku pihak
2. Reaksi orang
lain
Kinerja
kelompok
menurun
Tahap I: Oposisi atau
Ketidakcocokan Potensial
Kondisi yang menciptakan timbulnya konflik:
 Komunikasi
 Struktur
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Makin besar kelompok
Makin muda
Makin berbeda tujuan
Gaya tertutup dan ketat
Variabel Pribadi
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Otoriter dan dogmatik
Beda sistem nilai
SOURCES OF CONFLICT
1.
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2.
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VECCHIO
Comminication factors
Structural factors
Personal behaviour factors
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
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Tensions between groups
Increased workload
Multiple role demands
Threats to safety and security
Sconce resources
Cultural differences
Invasion of personal space
(Mc. Elhaney)
Tahap II: Kognisi dan
Personalisasi
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Persepsi terhadap konflik
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Kesadaran oleh satu pihak atau lebih akan
eksistensi kondisi-kondisi yang menciptakan
kesempatan untuk timbulnya konflik.
Perasaan terhadap konflik
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Pelibatan emosional dalam suatu konflik yang
menciptakan kecemasan, ketegangan, frustasi,
dan permusuhan.
Tahap III: Maksud
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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
Perilaku mencakup:
 Pernyataan
 Tindakan
 Reaksi
Kontinum Intensitas Konflik
Konflik
Pemusnah
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Tiada
Konflik
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Upaya terang-terangan untuk
menghancurkan pihak lain
Serangan fisik yang agresif
Ancaman dan ultimatum
Serangan verbal yang tegas
Pertanyaan atau tantangan terangterangan terhadap pihak lain
Ketidaksepakatan atau salah paham
kecil
Manajemen Konflik
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Pemecahan konflik
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Pemuaian sumber daya
Penghindaran
Perataan
Kompromi
Otoritatif
Mengubah variabel
manusia
Mengubah variabel
struktur
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Disfungsional
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Oposisi tak terkendali
Menghentikan fungsi
kelompok
Menghambat komunikasi
Mengurangi keterpaduan
Mengalahkan tujuan
CONFLICT MANAGEMENT
A.
GRAY & STARKE
1.
Conflict Stimulation
a.
b.
c.
Appointing managers who are open to change
Encouraging competition
Restructuring the work unit
Conflict Resolution
2.
a.
b.
c.
d.
e.
f.
g.
Forcing
Smoothing
Ajority Rule
Compromise
Consensus
Confrontation
Integration
VECCHIO
B.
1.
2.
3.
4.
Conflict management (five styles)
a.
Forcing/Competing
b.
Collaborating
c.
Compromising
d.
Avoiding
e.
Accommodating
Structural Approach
Stimulating Conflict (sama dengan Gray & Starke)
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
Unit
↓
(Rendah)
A
B
C
Tingkat Konflik
Situasi Tingkat
Konflik
Tipe Konflik
Karakteristik
Internal Unit
(Tinggi)
Hasil Kinerja
Unit
A
Rendah Disfungsional
atau
Tiada
Apatis
Rendah
Macet
1.
Tidak tanggap thd perubahan
2.
Kekurangan ide baru
B
Optimal Fungsional
Hidup, kritis diri, inovatif
Tinggi
C
Tinggi
Mengganggu, kacau balau
Tidak kooperatif
Rendah
Disfungsional
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
Source: K. W. Thomas, “Organizational Conflict,” in Organizational Behaviour, ed. S. Kerr
(Columbus)
5 WAYS
MANAGEMENT CONFLIC
A
B
C
D
E
• AVOIDANCE
• COMPETITION [I WIN, YOU LOSE]
• ACCOMMODATION [I LOSE/GIVE IN]
• COMPROMISE [WE BOTH GET SOMETHING]
• COLLABORATION [WE BOTH WIN]
A. Avoiding
1.
2.
3.
4.
5.
6.
7.
When an issue is trivial, or more important issues
are pressing.
When you perceive no chance of satisfying your
concern.
When potential disruption outweighs the benefits
of resolution.
To let people cool down and regain perspective.
When gathering information supersedes
immediate decision.
When others can resolve the conflict more
effectively.
When issues seem tangential or symptomatic of
other issues.
B. COMPETING
1.
2.
3.
4.
When quick, decisive action is vital, e.g.,
emergencies.
On important issues where unpopular actions need
implementing, e.g., cost-cutting, enforcing
unpopular rules, discipline.
On issues vital to company welfare when you
know you’re right.
Against people who take advantage of
noncompetitive behavior.
COMPETITION
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PLUS
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The winner is clear
Winner usually experience gains
MINUS
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Establishes the batter ground for the
next conflict
May cause worthy competitions to
withdraw or leave the organization
C. Accommodating
1.
2.
3.
4.
5.
6.
When you find you are wrong – to allow a better
position to be heard, to learn, and to show your
reasonableness.
When issues are more important to others than to
you – to satisfy others and maintain cooperation.
To build social credits for later issues.
To minimize loss when you are outmatched and
losing.
When harmony and stability are especially
important.
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
Management Review 2.
ACCOMMODATION
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PLUS
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Curtails conflict situations
Enhances ego of the other
MINUS
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Sometimea establishes a precedence
Does not fully engage participants
D. Compromising
1.
2.
3.
4.
5.
When goals are important but not worth the effort
of potential disruption of more assertive modes.
When opponents with equal power are committed
to mutually exclusive goals.
To achieve temporary settlements to complex
issues.
To arrive at expedient solutions under time
pressure.
As a backup when collaboration or competition is
unsuccessful.
COMPROMISE
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PLUS
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Show good will
Establishe friendship
MINUS
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No one gets what they wants
May feel like a dead end
E. Collaborating
1.
2.
3.
4.
5.
To fid an integrative solution when bath sets of
concerns are too important to be compromised.
When your objective is to learn.
To merge insights from people with different
perspectives.
To gain commitment by incorporating concerns
into a consensus.
To work through feelings that have interfered with
a relationship.
COLLABORATION
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PLUS
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Every one “wins”
Create good feelings
MINUS
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Hard to achieve since no one knows
how
Often confusing since players can “win”
something they didn’t know they wanted
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
WORKPLACE CONFLICT
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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
Ingat adaptasi style sdr pada situasi dan orang yg
terlibat
Terima kasih
Selamat
Mencoba