This document discusses conflict management and resolution. It defines conflict and outlines different views of conflict, including the traditional, human relations, and interactionist views. It also discusses the causes and outcomes of functional versus dysfunctional conflict. The document then examines the conflict process in five stages - potential opposition, cognition and personalization, intentions, behavior, and outcomes. It provides examples of different conflict management styles like competing, collaborating, avoiding, accommodating, and compromising. The document concludes with tips for managing workplace conflict and a self-assessment to determine one's dominant conflict management style.

1. Conflict
Management
Presented by
S. K. Jain
DE(Mgmt)

2. One of the primary
purposes of the organization
is the coordination and
integration of the efforts of
many people to attain
mutual goals and objectives.
As people work together,
tensions sometimes develop
that result in dissension and
hostility
Conflict Management

3. Conflict. . .
. . . exists
whenever
two or more parties
are in disagreement, in
a social situation over
issues (work related or
personal)
confilict.......

4. Conflict: A Definition
Conflict is a process that begins when one
party perceives that another party has
negatively affected or is about to negatively
affect the interests of the first. (K.W.Thomas)
20% of managers’ time is spent managing
conflict
• Incompatibility of goals.
• Differences in interpretation of facts
• Disagreements on behavioral expectations.

5. Three Views of Conflict
1.Traditional up to
1930
2. Human Relations
between 1930-1970
3. Interactionist after
1970 up to now

6. Transitions in Conflict Thought
Causes / Outcome
• Poor communication
• Lack of openness
• Failure of managers to
respond to employee
needs
1.Traditional View of Conflict
It belief that all conflict is harmful /dis-functional and
hinders performance, it must be avoided.,

7. Transitions in Conflict Thought
2.Human Relations View of Conflict
The belief that conflict is a natural and inevitable outcome in
any group/ Organization. It cannot be eliminated and may
even contribute to group performance.
3.Inter-actionist View of Conflict
The belief that conflict is not only a positive force in a group
but that it is absolutely necessary for a group to perform
effectively.

8. Functional versus Dysfunctional Conflict
Functional Conflict
Conflict that supports the goals of
the group and improves its
performance. It encourage new
solutions to problems and enhance
the creativity in organization.
Dysfunctional Conflict
Conflict that hinders group
performance (personal conflict).
(Negative)
(Positive)

9. Positive consequences
 Lead to new ideas.
 Stimulates creativity.
 Motivates change.
 Promotes organizational
vitality.
 Help the individuals and
groups identities.
 Serves as a safety valve to
indicate problems
Negative consequences
 Divert energy from work.
 Threatens psychological
well-being.
 Wastes resources.
 Creates negative climate.
 Breaks down group
cohesion.
 Can increase hostility and
aggressive behaviors.

10. Observations from Research
 The more non - routine the tasks of the
group (innovation and change), the greater
the probability that internal conflict will be
constructive – new and novel approaches
are explored e.g. research.
 Those organizations that don't encourage
and support dissent may not survive.
 Not necessary in highly routine, tested and
urgent activities.

11. Types of Conflict
Task Conflict
Conflicts over content and goals of the work.
Relationship Conflict
Conflict based on interpersonal relationships (18% of
managers time to resolve).
Process Conflict
Conflict over how work gets done.

12. How to manage Conflict
 IDENTIFYING WHAT IS BEHIND THE CONFLICT
 REDIRECTING TENSIONS AND HOSTILITIES
 INTEGRATION OF IDEAS
 ACHIEVING UNITY BETWEEN THE PARTIES IN CONFILICT
 ACCOMPLISHING REAL AND PERMANENT SOLUTIONS
 ACHIEVING A SENSE OF FAIRNESS AND SATISFACTION
 RESULT IN SATISFACTION FOR ALL OF THE PARTIES
INVOLVED.

13. The Conflict Process

14. Stage I: Potential Opposition or Incompatibility
Communication
 Semantic difficulties, misunderstandings, and “noise”
Structure
 Size and specialization of jobs
 Jurisdictional clarity/ambiguity
 Member/goal incompatibility
 Leadership styles (close or participative)
 Reward systems (win-lose)
 Dependence/interdependence of groups
Personal Variables
 Differing individual value systems, and emotions.
 Personality types

15. Stage II: Cognition and Personalization
Perceived Conflict
Awareness by one or
more parties of the
existence of conditions
that create opportunities
for conflict to arise.
Felt Conflict
Emotional involvement in
a conflict creating anxiety,
tenseness, frustration , or
hostility.

16. Stage III: Intentions
Cooperativeness:
• Attempting to satisfy the other party’s concerns.
Assertiveness:
• Attempting to satisfy one’s own concerns.
Intentions
Decisions to act in a given way.

18. Different behaviors shown by parties
When confronting a conflict situation,
 Some people want to win it all at any cost,
 Some want to find an optimum solution,
 Some want to run away,
 Others want to be obliging, and
 Still others want to split the difference.

19. Stage IV: Behavior
Overt statements,
actions and
reactions of
conflicting parties –
to implement
intentions.

21. Action-reaction
interplay between
conflicting parties
result in outcomes:-
 Functional outcomes
 Dysfunctional Outcomes
Stage V: Outcomes

22.  Aids the group goals.
 Challenges the status quo, and therefore
furthers the creation of new ideas,
 Promotes reassessment of group goals and
activities .
 Increases the probability that the group will
respond to change.
 Conflict encourages innovative solutions.
Functional

23. Functional Conflict
Increased group performance
 Improved quality of decisions
 Stimulation of creativity and innovation
 Encouragement of interest and curiosity
 Provision of a medium for problem-solving
 Creation of an environment for self-evaluation and
change
Creating Functional Conflict
 Reward dissent and punish conflict avoiders

24.  Discontent in group
 Dissolves common ties.
 Retards communication.
 Infighting subordinates group goals.
 Halts group functioning.
 Destroys the group.
Dysfunctional

25. 5 ways to Dealing with conflict
 Competition
 Accommodation
 Compromise
 Collaboration
 Avoidance

26. Competition - Force
Plus points
 The winner is clear
 Winners usually experience gains
Minus points
 Establishes the battleground for the next
conflict
 May cause worthy competitors to withdraw or
leave the organization

27. Competition - Application
 Quick and decisive action during
emergencies.
 Issues for unpleasant decisions – cost
cut etc.
 When you know you’re right.
 Against people who take advantage of
uncompetitive behavior.

28. Accommodation - Yielding
Plus points
 Curtails conflict situation
 Enhances ego of the other
Minus points
 Sometimes establishes a precedence
 Does not fully engage participants

29. Accommodation - Applications
 You are wrong.
 Hear a better position, to learn and show
your reasonableness.
 Build social credit for future issues.
 Minimize loss when outmatched and losing.
 Allow others to learn by mistakes.
 Maintain harmony and stability when
important.

30. Compromise
Plus points
 Shows good will
 Establishes friendship
Minus points
No one gets what they want
May feel like a dead end

31. Compromise -Applications
 Goals are important but being assertive is
potentially disrupting.
 Opponents of equal power contend for
mutually exclusive goals.
 Temporary settlement of complex issues.
 Time pressure.
 Back up for collaboration and competition.

32. Collaboration – Problem solving
Plus points
 Everyone “wins”
 Creates good feelings
Minus points
 Hard to achieve since no one knows how
 Often confusing since players can “win”
something they didn’t know they wanted

33. Collaboration - Applications
 Compromise is not possible as both
concerns are important.
 You want to learn.
 Merge insights for different positions.
 Integrate concerns into consensus to gain
commitment.

34. Avoidance
 Withdraw from and suppress the conflict.
 By ignoring the conflict and avoiding those
who disagree.

35. Avoidance- Applications
 Trivial issue – more important are pressing.
 Let people cool down and regain perspective.
 Others can resolve more effectively.
 These issues do not affect other important
ones .
 Your concerns won’t be met

36. Expansion of resources. The scarcity of a
resource—say, money, promotion, office space
opportunities,- can create conflict.
Expansion of the resource can create a win-
win solution.
Authoritative command. Management can use
its formal authority to resolve the conflict and
then communicate its desires to the parties
involved.

37. Altering the human variable. Behavioral
change techniques such as human relations
training can alter attitudes and behaviors that
cause conflict.
Altering the structural variables. The formal
organization structure and the interaction
patterns of conflicting parties can be changed
through job redesign, transfers, creation of
coordinating positions, and they like.

38. What This Means
Managing conflict means you need to develop
several styles and decide which is valuable at
any given point of conflict
Conflict Resolution
(1) Problem Solving (2) Super ordinate goals
(3) Expansion of resources (4) Avoidance
(5) Compromise (6) Authoritative command
(7) Alter structural/human variables

39.  Communication
 Restructuring
 Devil’s advocate
Simulation

40. Tips for Managing Workplace Conflict
 Build good relationships before conflict occurs
 Do not let small problems escalate; deal with them as
they arise
 Respect differences
 Listen to others’ perspectives on the conflict situation
 Acknowledge feelings before focusing on facts
 Focus on solving problems, not changing people
 If you can’t resolve the problem, turn to someone who
can help
 Remember to adapt your style to the situation and
persons involved

41. Think Think Think What is best

42. Future is yours

43. What's Your Conflict Management Style
Instructions: Listed below are 15 statements.
Each strategy provides a possible strategy for
dealing with a conflict.
Give each a numerical value (i.e., 1=Always, 2=Very
often, 3=Sometimes, 4= Not very often, 5=
rarely, if ever.)
Don't answer as you think you should,
answer as you actually behave.

44. a) I argue my case with peers, colleagues and co-
workers to demonstrate the merits of the position I
take.
b) I try to reach compromises through negotiation
c) I attempt to meet the expectation of others
d) I seek to investigate issues with others in order to
find solutions that are mutually acceptable.
e) I am firm in resolve when it comes to defending my
side of the issue
f) I try to avoid being singled out, keeping conflict with
others to myself.
g) I uphold my solutions to problems

45. h) I compromise in order to reach solutions.
i) I trade important information with others so that
problems can be solved together
j) I avoid discussing my differences with others.
k) I try to accommodate the wishes of my peers and
colleagues.
l) I seek to bring everyone's concerns out into the open in
order to resolve disputes in the best possible way.
m) I put forward middles positions in efforts to break
deadlocks
n) I accept the recommendations of colleagues, peers, and
co-workers.
o) I avoid hard feelings by keeping my disagreements
with others to myself

46. Scoring: The 15 statements you just read are
listed below under five categories.
Each Category contains the letters of three statements. Record the number you
placed next to each statement. Calculate the total under each category.
Style Total
Competing/Forcing Shark a. _____ e._____ g. _____ ______
Collaborating Owl d. _____ i. _____ l. _____ ______
Avoiding Turtle f. _____ j. _____ o. _____ ______
Accommodating Teddy Bear c._____ k. _____ n. _____ ______
Compromising Fox b. _____ h. _____ m. _____ ______
Results: My dominant style is ______ ( Your LOWEST score)
And my back-up style is ______ ( Your second Lowest score)