Conflict
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  • 1. Conflict
  • 2. What Do You Think?  When you hear the word . . . CONFLICT  What do you think and what images come to you . . . Page 2
  • 3. Introduction  Definition – Opposition – Incompatible behavior – opposed interaction – Block another party from reaching her or his goals
  • 4. Introduction  Key elements – Interdependence with another party – Perception of incompatible goals  Conflict events – Disagreements – Debates – Disputes – Preventing someone from reaching valued goals
  • 5. Introduction  Conflict is not always bad for an organization  Do not need to reduce all conflict  An inevitable part of organization life  Needed for growth and survival  Conflict management includes increasing and decreasing conflict  Major management responsibility
  • 6. Definition  A situation in which someone believes that his or her own needs have been denied.  “Conflict is a predictable social phenomenon and should be channeled to useful purposes.” Page 6
  • 7. Symptoms Of Conflict  Tensions.  No desire to communicate.  Work not done properly.  Disastrous meetings.  Anger occurs quickly and easily. Page 7
  • 8. Symptoms Of Conflict  Failing productivity.  Slipping morale.  Absenteeism.  Accidents.  Escalating costs.  Shouting.  Bad times. Page 8
  • 9. Levels and Typesof Conflict Level of conflict Type of conflict Organization Within and between organizations Group Within and between groups Individual Within and between individuals
  • 10. Levels and Typesof Conflict  Intraorganization conflict – Conflict that occurs within an organization – At interfaces of organization functions – Can occur along the vertical and horizontal dimensions of the organization • Vertical conflict: between managers and subordinates • Horizontal conflict: between departments and work groups
  • 11. Levels and Typesof Conflict  Intragroup conflict – Conflict among members of a group – Early stages of group development – Ways of doing tasks or reaching groups goals  Intergroup conflict: between two or more groups
  • 12. Levels and Typesof Conflict  Interpersonal conflict – Between two or more people – Differences in views about what should be done – Efforts to get more resources – Differences in orientation to work and time in different parts of an organization
  • 13. Levels and Typesof Conflict  Intrapersonal conflict – Occurs within an individual • Threat to a person’s values • Feeling of unfair treatment • Multiple and contradictory sources of socialization • Related to the Theory of Cognitive Dissonance
  • 14. Levels and Typesof Conflict  Interorganization conflict – Between two or more organizations – Not competition – Examples: suppliers and distributors, especially with the close links now possible
  • 15. Toward Conflict Management  Conflict management is defined as “the opportunity to improve situations and strengthen relationships” . –proactive conflict management –collaborative conflict management
  • 16. Conflict HandlingBehaviours High Competing Collaborating Compromising Avoiding Accommodating Low Low Cooperation High 045
  • 17. Toward Conflict Management  Blake and Mouton’s Conflict Grid
  • 18. Toward Conflict Management  Blake and Mouton (1970) proposed a grid that shows various conflict approaches. – The 1,1 style is the hands-off approach, also called avoidance. – The 1,9 position, also called accommodation, is excessively person- oriented.
  • 19. Toward Conflict Management – The 5,5 position represents a willingness to compromise. – The 9,1 is the bullheaded approach, also called competing. – The optimum style for reducing conflict is the 9,9 approach, also called collaboration.
  • 20. AvoidingPhysical of mental withdrawalLow concern for either partiesLose-Lose situation
  • 21. 2. Smoothing/AccomodatingAccommodating the other parties interestLose-win situation
  • 22. 3.Forcing/competing:Using powerSkills, tacticsTo achieve, dominationAggressionWin-lose situation
  • 23. 4.compromising:Search for middle groupWilling to give up somethingIn exchange for gainModerate degree of concernNo clear outcome
  • 24. 5. Collaboration:Facing the conflict directlyMutual satisfactionProblem solvingWin-Win out come