Oleh: Akemat.  Perbedaan pandangan atau ide antara satu orang dengan orang lain (Gillies, 1994).  Pertentangan intervensi atau antagonistik antara dua.

Presentasi berjudul: "Oleh: Akemat.  Perbedaan pandangan atau ide antara satu orang dengan orang lain (Gillies, 1994).  Pertentangan intervensi atau antagonistik antara dua."— Transcript presentasi:

1 Oleh: Akemat

2  Perbedaan pandangan atau ide antara satu orang dengan orang lain (Gillies, 1994).  Pertentangan intervensi atau antagonistik antara dua pihak atau lebih (Handoko, 1995)  Perselisihan atau perjuangan yang timbul bila keseimbangan perasaan, pikiran, hasrat, dan perilaku terancam (Deuts, 1969)  Perseteruan antara perilaku, kebutuhan atau perasaan dlm diri seseorang atau antar satu orang dengan orang lain (Restifo, 2001)

3 K. Fungsional  Pertentangan  Mempertinggi atau menguntungkan prestasi organisasi  Ketegangan kreatif K. Non Fungsional  Pertentangan yg mengganggu organisasi  Bisa merupakan kelanjutan dari konflik fungsional

4 Dahulu  Disfungsional  Berakibat perpecahan dlm komunikasi  Selesai begitu saja, satu pihak menang yang lain kalah Sekarang  Dinamika organisasi  Aspek normal dlm organisasi  Konflik yg selesai menguntungkan organisasi  Motivator berubah dan bertumbuh  Menghindari stagnasi

5  Saling tergantung dalam pekerjaan  Perbedaan Tujuan  Perbedaan persepsi  Meningkatnya tuntutan akan spesialisasi

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8  Individu menjadi stres  Sulit berkonsentrasi  Cemas  Gangguan tidur  Menarik diri  Gangguan berinteraksi dg orang lain  Kemarahan ~ tindak kekerasan

9  Ketegangan antar kelompok  Peningkatan beban kerja  Peran berlebihan  Ancaman identitas dan teritori profesional  Ancaman rasa aman  Keterbatasan sumber daya  Perbedaan latar belakang budaya  Invasi jarak personal  Tg jawab tdk merata (Adlerberg, 2001)

10  Penghematan, restrukturisasi, kompetisi (Johnson, 1994).  Perubahan organisasi, perbedaan individual, perbedaan sistem nilai, ancaman status, perbedaan persepsi, hilangnya rasa percaya (Newstrom dan Davis, 1996)

11  Konflik intrapersonal  Konflik interpersonal  Konflik intergrup

12  Fase latent: kondisi yg berisiko munculnya konflik.  Konflik yg dipersepsikan (felt conflict): reaksi emosi bersalah takut, tdk percaya, marah.  Manifest conflict: sdh nyata adanya perubahan perilaku.  Conflict resolution: penyelesaian conflict  Conflict aftermath: makna konflik

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16  Bersaing: win-lose solution.  Kolaborasi: win-win solution.  Menghindar: menarik diri dan menekan.  Akomodasi: lose-win solution  Kompromi: lose-lose solution

17 I win, you win Fundamental premise: Teamwork and cooperation help everyone achieve their goals while also maintaining relationships Strategic philosophy: The process of working through differences will lead to creative solutions that will satisfy both parties' concerns When to use: When there is a high level of trust When you don't want to have full responsibility When you want others to also have "ownership" of solutions When the people involved are willing to change their thinking as more information is found and new options are suggested When you need to work through animosity and hard feelings Drawbacks: The process takes lots of time and energy Some may take advantage of other people's trust and openness

18 You bend, I bend Fundamental premise: Winning something while losing a little is OK Strategic philosophy: Both ends are placed against the middle in an attempt to serve the "common good" while ensuring each person can maintain something of their original position When to use:  When people of equal status are equally committed to goals  When time can be saved by reaching intermediate settlements on individual parts of complex issues  When goals are moderately important Drawbacks:  Important values and long-term objectives can be derailed in the process  May not work if initial demands are too great  Can spawn cynicism, especially if there's no commitment to honor the compromise solutions

19 I lose, you win Fundamental premise: Working toward a common purpose is more important than any of the peripheral concerns; the trauma of confronting differences may damage fragile relationships Strategic philosophy: Appease others by downplaying conflict, thus protecting the relationship When to use:  When an issue is not as important to you as it is to the other person  When you realize you are wrong  When you are willing to let others learn by mistake  When you know you cannot win  When it is not the right time and you would prefer to simply build credit for the future  When harmony is extremely important  When what the parties have in common is a good deal more important than their differences Drawbacks:  One's own ideas don't get attention  Credibility and influence can be lost

20 I win, you lose Fundamental premise: Associates "winning" a conflict with competition  trategic philosophy: When goals are extremely important, one must sometimes use power to win When to use:  When you know you are right  When time is short and a quick decision is needed  When a strong personality is trying to steamroller you and you don't want to be taken advantage of  When you need to stand up for your rights Drawbacks:  Can escalate conflict  Losers may retaliate

21 No winners, no losers Fundamental premise: This isn't the right time or place to address this issue Strategic philosophy: Avoids conflict by withdrawing, sidestepping, or postponing When to use: When the conflict is small and relationships are at stake When you're counting to ten to cool off When more important issues are pressing and you feel you don't have time to deal with this particular one When you have no power and you see no chance of getting your concerns met When you are too emotionally involved and others around you can solve the conflict more successfully When more information is needed Drawbacks: Important decisions may be made by default Postponing may make matters worse

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23  Pemecahan Masalah  Tujuan Tinggi  Perluasan sumber daya  Penghindaran  Pelunakan  Kompromi  Perintah Otoritatif  Mengubah variabel manusia  Mengubah variabel struktural  Mengidentifikasi musuh bersama

24  Stimulasi  Komunikasi  Membawa orang dari Luar Kelompok  Mengubah struktur organisasi  Merangsang kompetisi

25  Make sure that good relationships are the first priority  Keep people and problems separate  Pay attention to the interests that are being presented  Listen first; talk second  Set out the “Facts”  Explore options together

26  Step One: Set the Scene  Step Two: Gather Information  Step Three: Agree the Problem  Step Four: Brainstorm Possible Solutions  Step Five: Negotiate a Solution

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28  Increased understanding: The discussion needed to resolve conflict expands people's awareness of the situation, giving them an insight into how they can achieve their own goals without undermining those of other people;  Increased group cohesion: When conflict is resolved effectively, team members can develop stronger mutual respect, and a renewed faith in their ability to work together; and  Improved self-knowledge: Conflict pushes individuals to examine their goals in close detail, helping them understand the things that are most important to them, sharpening their focus, and enhancing their effectiveness.

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