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1
Managing team and
organizational conflict
2
Prepared for:
Prof. Dr. Zahurul Alam
Advisor
Department of Business Administration
Leading University, Sylhet
Md. Abdur Rob Rejvee
1611017019
Mahmudul Hasan
1611017014
Masum Hussain
1611017021
Sharmila Dash Simi
1431015008
Husne Ara...
What is Team conflict ?
 Team conflict is common in the workplace where it
may hinder productivity and the achievement of...
Nature of Conflict
• Conflict arises out of mutually exclusive goals
• Conflict is different from Competition
Six-step procedure for dealing with conflict in teams
Conflict is a normal part of working in teams, because it brings cre...
Types of team conflicts
“Team conflicts” have three common symptoms:
 Team members persist in arguing the same points.
 ...
Sources of Conflict
Ways to deal with team conflict effectively
1. Acknowledge the Conflict
2. Stop and Cool Off
3. Clarify Positions
4. List ...
Organizational conflict
It is a state of discord caused by the perceived
opposition of needs, values and interests between...
Types of organizational conflict
Personal conflict
A personal conflict involves a conflict between two people, most
often ...
Positive outcomes
• In a different view, organizational conflict represents an opportunity
for productive change. The use ...
Negative outcomes
• Conflicts cause stress, which reduces worker
satisfaction.
• This diminished satisfaction can lead to
...
The Effect of Conflict on Organization Performance
Causes for Conflicts
Managerial Expectations
• It is the job of an employee to meet the expectations of his
manager, but i...
Causes for Conflicts
Lack of Accountability
• If something has gone wrong, and no one is willing to take
responsibility fo...
Ways to handle Conflicts
Conflict is inevitable in any organization. Conflict can arise from
a variety of sources, and bet...
Ways to handle Conflicts
Get to the Cause
• Focus on deep-rooted causes rather than superficial effects when
assessing con...
Conflict Resolution
The ideal method for resolving problems and
making difficult decisions involves two steps, a
magic for...
Conflict Resolution
Step 1: Defining the problem
• Verbalize other person’s position if he cannot do so
himself. Then effe...
Conflict Resolution
Step 3: Evaluating the various solutions
• Honestly and reality are now important
• Actively listen an...
Conflict Resolution
Step 5: Implementing the solution
• Decide who will do what and when
• Trust the other person to do hi...
Resolution of organizational conflict
1. Managing resources
2. Ombudsman
3. Decentralization
4. Clarifying organizational ...
Benefits of proper conflict management
To Employees
Improved on-the-job and
off-the-job relationship
Self-Satisfaction
Imp...
Measures to prevent imbalance in the organization
 Describe the Causes of Stress in Workplace
Counseling
 Know it won’...
Thanks for
Patient Hearing
Managing team and organizational conflict
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Managing team and organizational conflict

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In our culture, we reflexively tend to think of the term “conflict” in the negative. When we discuss conflict in the business world, we speak of it (often unwittingly) as a diminishing force on productivity, an ill that only compounds the difficulties of a job, and an element that needs expunging if companies are to achieve their goals. Normally seen as the byproduct of a “squeaky wheel” rather than a natural derivative of business itself, conflict is a force that causes short-term anxieties, and many view “fixing” ongoing conflict as synonymous with “eliminating” it.It is commonplace for organizations today to work in teams. Whether they be leader-driven teams or self-directed teams; the hope is that productivity, creativity, and results will be greater in a team environment. While this is a proven approach, any time you bring together people from differing backgrounds and experiences, it is inevitable that conflict will occur.

Every organization encounters conflicts on a daily basis. The conflicts cannot be avoided, but it is possible to manage them in a way that we recognize them on time. It is necessary to continuously track the organizational signals which point to their existence. If we do not react duly, this can lead to the situation that the conflict itself manages the organization. One of the more important determinants of productivity, efficiency and performance, and finally job contentment is also the conflict as an independent variable of organizational behavior. By systematic research of organizational behavior we want to make a positive influence on dependent variables, but first we have to understand and get a good insight into individual elements of organizational behavior. By this paper we want to brighten the meaning of conflict on the organization, the conflict process and possible conflict management styles. We will show the relationship between the level of conflict and the impact on the organizational performance.

Published in: Leadership & Management
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Managing team and organizational conflict

  1. 1. 1 Managing team and organizational conflict
  2. 2. 2 Prepared for: Prof. Dr. Zahurul Alam Advisor Department of Business Administration Leading University, Sylhet
  3. 3. Md. Abdur Rob Rejvee 1611017019 Mahmudul Hasan 1611017014 Masum Hussain 1611017021 Sharmila Dash Simi 1431015008 Husne Ara Begum Helen 1201010541
  4. 4. What is Team conflict ?  Team conflict is common in the workplace where it may hinder productivity and the achievement of team goals. If management of conflict is not effective, it can totally disrupt the entire group process but successfully-managed conflict may benefit the group.
  5. 5. Nature of Conflict • Conflict arises out of mutually exclusive goals • Conflict is different from Competition
  6. 6. Six-step procedure for dealing with conflict in teams Conflict is a normal part of working in teams, because it brings creativity and helps avoid group think. However, too much conflict can stop teams for doing their work and certain procedures should be followed to get back on track. Guffey, Rhodes and Rogin have come up with a six-step process for dealing with conflict in teams: • Listen: In order for everyone to understand the problem. • Understand the other's point of view: Listening makes understanding the other's position easier. Show this by asking questions. • Show a concern for the relationship: Focus on the problem, not the person. Show that his or her needs are cared for and an overall willingness to resolve the conflict. • Look for common ground: Identify both sides' interest and see what you have in common. • Invent new problem-solving options: Brainstorm on new ways to solve the conflict and be sure to be open to new suggestions. • Reach an agreement on what's fair: Find a middle ground of what's fair and choose the best options after weighing the possible solutions.
  7. 7. Types of team conflicts “Team conflicts” have three common symptoms:  Team members persist in arguing the same points.  When the team reaches impasse, talks gets personal. Accusations may be spoken out loud, and members may speculate privately about one another’s motives.  Once negative attributions take hold, emotions flare and progress halts.
  8. 8. Sources of Conflict
  9. 9. Ways to deal with team conflict effectively 1. Acknowledge the Conflict 2. Stop and Cool Off 3. Clarify Positions 4. List facts and assumptions 5. Break into smaller groups 6. Reconvene the groups 7. Celebrate the resolution as a team
  10. 10. Organizational conflict It is a state of discord caused by the perceived opposition of needs, values and interests between people working together. Conflict takes many forms in organizations. There is the inevitable clash between formal authority and power and those individuals and groups affected.
  11. 11. Types of organizational conflict Personal conflict A personal conflict involves a conflict between two people, most often from a mutual dislike or personality clash. Intragroup conflict Conflict arises in groups because of the scarcity of freedom, position, and resources. People who value independence tend to resist the need for interdependence and, to some extent, conformity within a group. People who seek power therefore struggle with others for position or status within the group. Intergroup conflict Intergroup conflict occurs in four general forms. Horizontal strain involves competition between functions, for example, sales versus production, research and development versus engineering, purchasing versus legal, line versus staff, and so on.
  12. 12. Positive outcomes • In a different view, organizational conflict represents an opportunity for productive change. The use of effective communication lies at the heart of this view. • The simple act of acknowledging and seeking solutions to organizational conflicts can defuse them and draw employees into a stronger relationship with the business. • It can also encourage an adaptable organization that copes efficiently with the rapid changes faced by modern businesses.
  13. 13. Negative outcomes • Conflicts cause stress, which reduces worker satisfaction. • This diminished satisfaction can lead to increases in absenteeism and turnover. • Conflict can also diminish trust in supervisors and fellow employees, which can slow or stop progress on projects.
  14. 14. The Effect of Conflict on Organization Performance
  15. 15. Causes for Conflicts Managerial Expectations • It is the job of an employee to meet the expectations of his manager, but if those expectations are misunderstood, conflict can arise. Breakdown in Communication • If a department requires information from another department in order to do its job, and the second department does not respond to the request for information, a conflict can arise. Misunderstanding the Information • One person may misunderstand information, and that can trigger a series of conflicts. In order to deal with this kind of situation, it is best to have the person admit her misunderstanding and work with the affected parties to remedy the situation.
  16. 16. Causes for Conflicts Lack of Accountability • If something has gone wrong, and no one is willing to take responsibility for the problem, this lack of accountability can start to permeate throughout the entire company until the issue is resolved. Role conflict • Behavioral scientists sometimes describe an organization as a system of position roles. Each member of the organization belongs to a role set, which is an association of individuals who share interdependent tasks and thus perform formally defined roles. Office romance • Office romances can be a cause of workplace conflict. Accusations of favoritism may occur, especially if it is a supervisor-subordinate relationship. If the relationship goes awry, one party may seek to exact revenge on the other.
  17. 17. Ways to handle Conflicts Conflict is inevitable in any organization. Conflict can arise from a variety of sources, and between supervisors and subordinates, between co-workers, and between employees and customers. Positive Perspective • Accept conflict as a natural growth process and influence your company culture to view constructive conflict positively. Grievance Procedure • Create a formal grievance procedure for all employees. • Let employees at all levels of your organization know that their voices will always be heard, and respond promptly and reasonably to employees issues.
  18. 18. Ways to handle Conflicts Get to the Cause • Focus on deep-rooted causes rather than superficial effects when assessing conflicts. Parties to a conflict often claim to have issues with the behavior of co-workers or the outcome of company policies and work procedures, but these issues are likely being caused by something deeper. Equal Voices • Give all parties of a conflict an equal voice, regardless of their position, length of service or political influence. Resolution Participation • Involve all parties, if possible, when drafting conflict resolutions. The theory of Management By Objectives (MBO) states that employees are generally more committed to goals that they have helped to create.
  19. 19. Conflict Resolution The ideal method for resolving problems and making difficult decisions involves two steps, a magic formula that is guaranteed to work. In fact, it’s never failed when applied correctly. Here it is: • Define the problem • Decide how to solve it
  20. 20. Conflict Resolution Step 1: Defining the problem • Verbalize other person’s position if he cannot do so himself. Then effective time period should be allocated . After that the person should be sure the other person understands your commitment to finding a solution acceptable to both. Step 2: Generating possible solutions (brainstorming) • Think divergently • Ask the other person to suggest solutions first • Avoid all evaluation for now
  21. 21. Conflict Resolution Step 3: Evaluating the various solutions • Honestly and reality are now important • Actively listen and genuinely consider the other person’s preferences • One solution to make sure you both understand Step 4: Deciding on a mutually acceptable solution • Be careful not to push your solution • When close to agreement, state the tentative Solution to make sure you both understands
  22. 22. Conflict Resolution Step 5: Implementing the solution • Decide who will do what and when • Trust the other person to do his part rather than talk about failure contingencies Step 6: Evaluating the solution • All decisions are open to modification or repeal, but not unilaterally
  23. 23. Resolution of organizational conflict 1. Managing resources 2. Ombudsman 3. Decentralization 4. Clarifying organizational roles 5. Reorganization of relationships among departments 6. Regulating communication flow 7. Reducing differences 8. Induction programs 9. Job redesign 10. Role clarification 11. Interpersonal level
  24. 24. Benefits of proper conflict management To Employees Improved on-the-job and off-the-job relationship Self-Satisfaction Improvements in ones’ health and well-being Reduced stress. More value and balance in daily life To Organization Increased productivity A reduction in staff turnover and recruitment costs Less negative organizational stress Improved morale Better team work and communication
  25. 25. Measures to prevent imbalance in the organization  Describe the Causes of Stress in Workplace Counseling  Know it won’t always be perfect  Be present, consistent and accountable Be flexible Set boundaries and learn to say No. Change
  26. 26. Thanks for Patient Hearing

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