Oleh: Akemat

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)

K. Fungsional Pertentangan Mempertinggi atau

menguntungkan prestasi organisasi

Ketegangan kreatif

K. Non Fungsional Pertentangan yg

mengganggu organisasi

Bisa merupakan kelanjutan dari konflik fungsional

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

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

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

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)

Penghematan, restrukturisasi, kompetisi (Johnson, 1994).

Perubahan organisasi, perbedaan individual, perbedaan sistem nilai, ancaman status, perbedaan persepsi, hilangnya rasa percaya (Newstrom dan Davis, 1996)

Konflik intrapersonal

Konflik interpersonal

Konflik intergrup

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

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

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 trustWhen you don't want to have full responsibilityWhen you want others to also have "ownership" of solutionsWhen the people involved are willing to change their thinking as

more information is found and new options are suggestedWhen you need to work through animosity and hard feelings

Drawbacks: The process takes lots of time and energySome may take advantage of other people's trust and openness

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 importantDrawbacks: 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

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 differencesDrawbacks: One's own ideas don't get attention Credibility and influence can be lost

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 rightsDrawbacks: Can escalate conflict Losers may retaliate

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 stakeWhen you're counting to ten to cool offWhen more important issues are pressing and you feel you don't

have time to deal with this particular oneWhen you have no power and you see no chance of getting your

concerns metWhen you are too emotionally involved and others around you

can solve the conflict more successfullyWhen more information is needed

Drawbacks: Important decisions may be made by defaultPostponing may make matters worse

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

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

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

Step One: Set the Scene

Step Two: Gather Information

Step Three: Agree the Problem

Step Four: Brainstorm Possible Solutions

Step Five: Negotiate a Solution

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.