Conflict arises when groups or individuals are unable to obtain their needs or wants and pursue self-interest. It can occur consciously or unconsciously. Conflict is defined as a struggle between two interdependent parties who see incompatible goals. Organizational conflict arises from changes, competition over scarce resources, and differing cultures. Conflict indicators include disagreements, poor communication, and a lack of respect between parties. Conflict can be constructive if it leads to better decisions or destructive if it undermines cooperation or productivity. The document provides techniques for avoiding or resolving conflict such as open communication, agreeing to disagree, and establishing clear goals and policies.

1. SESSION - 1
Introduction to Conflict
Mohammad Sanaullah FCS

2. Introduction
Conflict occurs when individuals or groups
are not obtaining what they need or want
and are seeking their own self - interest.
Sometimes the individual is not aware of
the need and unconsciously starts to act
out. Other times, the individual is very
aware of what he or she wants and
actively works at achieving the goal.

3. Conflict
“An expressed struggle between at least two
interdependent parties, who perceive
incompatible goals, scarce rewards,
interference from the other party in
achieving their goals. They are in a
position of opposition in conjunction with
cooperation.”
J. H. Frost and W. W. Wilmot

4. “Organizational conflict
arises because of rapid and unpredictable
change, new technological advances,
competition for scarce resources,
differences in cultures and belief systems,
and the variety of human personalities.”
A. M. Barker

5. Interterritorial conflict
…is conflict that arises among groups within
one (health care) institution.

6. Interdisciplinary conflict
…is conflict among different professions.

7. Defiant behavior
…is that which challenges the authority of
the supervisor or manager through
obstinate and intransigent behavior.

8. About Conflict
 Conflict is inevitable;
 Conflict develops because we are dealing with
people’s live, jobs, children, pride, self-concept,
ego and sense of mission or purpose;
 Early indicators of conflict can be recognized;
 There are strategies for resolution that are
available and DO work;
 Although inevitable, conflict can be minimized,
diverted and / or resolved.

9. Beginnings of Conflict
 Poor communication;
 Seeking power;
 Dissatisfaction with management style;
 Weak leadership;
 Lack of 0penness;
 Change in leadership.

10. Conflict indicators:
 Body language;
 Disagreements, regardless of issue;
 Withholding bad news;
 Surprises;
 Strong public statements;
 Airing disagreements through media;

11. Conflict indicators…..
 Conflicts in value system;
 Desire for power;
 Increasing lack of respect;
 Open disagreement;
 Lack of clear goals;
 No discussion of progress.

12. Conflict is destructive when it:
 Takes attention away from other
important activities
 Undermines morale or self-concept;
 Polarizes people and groups, reducing
cooperation;
 Increases or sharpens difference;
 Leads to irresponsible and harmful
behavior, such as fighting, name-calling.

13. Conflict is constructive
when it:
 Meeting must be properly authorized and
convened.
 Adequate notice of the meeting must be given
to every person entitled.
 Meeting must be conducted by a properly
appointed Chairman.
 Prescribed quorum must be present.
 Meeting must conduct its business as per rules
and regulations (Articles) governing the
meetings.

14. Techniques for avoiding and / or
resolving conflict:
 Meet conflict head on and Set goals
 Plan for and communicate frequently
 Be honest about concerns
 Agree to disagree – understand healthy
disagreement would build better
decisions
 Get individual ego out of management
style
 Let your team create – people will
support what they help create

15. Techniques for avoiding and / or
resolving conflict …..
 Continually stress the importance of
following policy
 Discuss differences in values openly
 Provide more data and information than is
needed
 Develop a sound management system.

16. Causes Conflict:
 Defiant behavior
 Stress
 Space
 Physician authority
 Beliefs, values, and goals
 Change
 Organizational climate
 Leadership style
 Personal problems

17. Causes Conflict ….
 Age
 Departmental pressures
 Increased accountability
 Discrimination
 Inadequate orientation
 Conflicting rules
 Personal problems

18.  THANK YOU