This presentation deals with the different aspects of conflict management and the ways to manage it. It also describes the positive and negative aspects of conflict in an organisation.

1. ANUP K SINGHANUP K SINGH
Conflict Management

2. New Approach to ConflictNew Approach to Conflict
ManagementManagement
 Conflict is natural
 Conflict can be both positive and negative,
depending on how do we see and manage it
 Moderate amount of conflict is desirable
 Conflict gives rise to new ideas and out of
box thinking
 Conflict, as a result, can lead to improvement
and superior performance

3. Sources of ConflictSources of Conflict
 Differences in views and perceptions
 Diversity
 Goals
 Scare resources
 Personal egos
 Structure and roles
 Interdependence

4. Stages of ConflictStages of Conflict
 Difference of opinions and views
 Serious differences in opinions and views
 Bone of contention
 Partial warfare
 All out warfare

5. Functional ConflictFunctional Conflict
 A common denominator of companies
pursuing functional conflict is that they
reward dissent and punish conflict avoiders
One chief executive fired a senior executive
stating, “I can’t pay someone to hear my
own opinion.”

6. Benefits of Functional ConflictBenefits of Functional Conflict
 Alertness and creativity on the part of
individuals
New ideas and perspectives
 Emergence of talented individuals
 Change and innovation
 Re-establishment of harmonious relations

7. Low Moderate High
P
E
R
F
O
R
M
A
N
C
E
LEVEL OF CONFLICT
Low
High

8. Level of ConflictLevel of Conflict
Low Medium HighLow Medium High
Organisational
Performance Level
Low High Low
Organisation’s
Internal
Characteristics
Apathy
Stagnation
Poor focus
Lack of motivation
Few changes
Slow to adapt
Less creativity
Fragmented
Cohesive
Productive
Cooperation
Focus
Creativity
Innovation
Adaptation
Solution search
Chaotic
Disruptive
Distracted
Politicised
Uncooprative
Hostile
Impact on
Organisation
Dysfunctional Functional Dysfunctional
Managerial Actions
Required
Stimulate conflict Leave alone Reduce conflict

9. Conflict Stimulation DevicesConflict Stimulation Devices
 Communcation
 Restructuring
 Bringing outsiders
 Appointing devil’s advocates
 Leadership style

10. ManagerManager’’s Tasks Task
 A manager’s key task is to derive the benefits of
conflict, to minimize its harmful effects and to
keep it at a moderate level
 Nowadays the phrase of co-optition is becoming
popular and it denotes that a manager needs to
compete and co-operate simultaneously
 Conflict has to be seen as a role-based
phenomenon rather than as a person-based
phenomenon

11. Manage Your ConflictManage Your Conflict
 See conflict as a way of life
 Don’t be overwhelmed by conflict. Try to accrue
benefits out of it for all concerned
 Focus on broader goals and long-term
 Be open, authentic and genuine
 Develop patience
 Realise that competition and collaboration are the
two sides of the same coin

12. Some More TipsSome More Tips
 Communicate, communicate,
communicate…
 Assert yourself, don’t shy away from
taking a position
 Listen and appreciate
 Manage your emotions effectively
 See to it that conflict does not escalate

13. Macro Level MechanismsMacro Level Mechanisms
 Restructuring roles and departments
 Task forces
 Matrix organisations
 Third party interventions
 Cultural interventions

14. RESPONSIVENSS
A
S
S
E
R
T
I
N
E
S
S
LOW HIGH
LOW
HIGH
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15. Matching Style to the SituationMatching Style to the Situation
 Time pressure
 Issue importance
 Relationship importance
 Relative power