This document discusses organizational conflict. It begins with an introduction that defines conflict and outlines the school of thought on conflict, including the traditional, interactionist, and functional views. It then explains the five stages of the conflict process and discusses techniques for managing conflict. The document presents models of conflict intensity, dimensions of conflict handling, and the relationship between conflict and unit performance. It concludes by stating that an optimal level of conflict can stimulate creativity and change without being disruptive.

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Organizational Behaviour
Conflict
By
Shruti Kumari
Roll Number: MVJ21MBA40

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Table of Contents
• Introduction
• School of thought of conflict
• The conflict process
• Conflict management techniques
• Conclusion

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Introduction
• Conflict is defined as a clash between individuals arising out of a difference
in thought process, attitudes, understanding, interests, requirements,
physical abuses, and definitely loss of peace and harmony.
• A conflict is a struggle and a clash of interest, opinion, or even principles.
• Conflict is a process that begins when one party perceives another party
has or is about to negatively affect something the first party cares about.

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School of thoughts of Conflict
• Traditional view of conflict: The belief that all conflict is harmful and
must be avoided.
• Interactionist view of conflict: The belief that conflict is not only a
positive force in a group but also an absolute necessity for a group to
perform effectively.
• Functional conflict: Conflict that supports the goals of the group and
improves its performance.

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The conflict process
• Conflict process has five stages.

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Generation Diff Cause Some Workplace Conflict
Source: Based on “Intergenerational Conflict in the Workplace,” SHRM News (April 29, 2011).

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Dimensions of Conflict-Handling Intentions
Source: Figure from “Conflict and Negotiation Processes in Organizations” by K. Thomas in
Handbook of Industrial and Organizational Psychology

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Conflict-Intensity Continuum
Sources: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach
(Upper Saddle River, NJ: Prentice Hall, 1974)

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Conflict Management Techniques
Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach

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Conflict and Unit Performance

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Conclusion
• Conflict can be either constructive or destructive to the
functioning of a group or unit.
• As shown in the previous slide, levels of conflict can be either
too high or too low to be constructive.
• Either extreme hinders performance.
• An optimal level is one that prevents stagnation, stimulates
creativity, allows tensions to be released, and initiates the
seeds of change without being disruptive or preventing
coordination of activities.

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