The document outlines a 5-stage conflict process: 1) potential opposition arises from differences in opinions, interests, or needs; 2) cognition and personalization where a party perceives a conflict; 3) intentions where parties determine whether to cooperate, compete, avoid, accommodate, or compromise; 4) behavior where intentions are enacted through interaction; 5) outcomes which can be functional and improve performance or disfunctional and hurt productivity. It defines conflict as a perception of differences and discusses how all unresolved conflicts lower performance.

1. CONFLICT

2. CONTENTS
 Introduction
 Conflict
 Conflict process
 Conclusion
 Reference

3. INTRODUCTION
 conflict is neither good or bad. It's inevitable.
 All unresolved conflicts decreases productivity
and lowers performance.
 Conflict is a perception.

4. CONFLICT
 According to Follett “conflict is the appearance of
difference ,difference of opinions, difference of
interests.”
 A process that begins when one party perceives
that another party has negatively affected ,or is
about to negatively affect, something that the first
party cares about.

6. CONFLICT PROCESS

7. STAGE 1 : Potential Opposition Or Incompatibility

PERSONAL VARIABLES
1) 2)
3)
COMMUNIATION SIZE

8. STAGE 2 : Cognition and Personalization
 PERCEIVED CONFLICT
 FELT CONFLICT

9. STAGE 3 : Intentions
Two dimensions :
 Cooperativeness
 Assertiveness 3)
1)
2)
4)
5)
COMPETING
COLLABORATION
AVOIDANCE
ACCOMODATING
COMPROMISING

11. STAGE 4 : Behavior
 Each parties intentions are implemented.
 This is an interactive stage

12. STAGE 5 : Outcomes
 FUNCTIONAL CONFLICT
 DISFUNCTIONAL CONFLICT

13. CONCLUSION
 Conflict is either positive or negative
 It has advantages and disadvantages
 Every moment the chances of conflict is high.

14. REFERENCES
 Organizational behavior – P.Robbins,
Judge,Vohra
 Wikipedia
 Google