The document discusses organizational conflicts and resolution. It defines conflict and outlines its features, types, levels, and causes. The key levels of conflict described are individual, interpersonal, group, and organizational. Conflict can be functional or dysfunctional for an organization. Common causes include differences in goals, resources, roles, and communication issues. The document also examines conflict outcomes such as win-win, win-lose, lose-lose, and compromise. It discusses strategies for conflict management, handling, and resolution including forcing, problem-solving, compromising, withdrawing, and yielding.

1. ORGANIZATIONAL CONFLICTS
AND RESOLUTION

2. CONFLICTS
Conflict is a process that begins when one party
perceives that another party has negatively affected, or
is about to negatively affect, something that the first
party cares about.
According to Stephen Robbins, “Conflict is a process in
which an effort is purposefully made by one person or
unit to block another that results in frustrating the
attainment of the other’s goals or the furthering of his
or her interests.”
Mary Parker Follet defines conflict as, “The appearance
of difference, difference of opinions, of interests.”
Dr.ParveenNagpal

3. FEATURES OF CONFLICTS
 Conflict is an outcome of behaviour and is an integral
part of human life.
 It is a matter of perception
 It occurs because of opposing interests between
individuals and groups.
 It results out of social interactions
 Not all conflict is bad.
• Some conflicts support the goals of the group and
improve its performance; these are Functional, or
constructive, forms of conflict.
• But there are conflicts that hinder group
performance; these are Dysfunctional, or destructive,
forms of conflict
Dr.ParveenNagpal

4. TYPES/ LEVELS OF CONFLICTS
Individual Level
Conflict
Inter personal
Level Conflict
Group Level
Conflict
Organizational
Level Conflict
Dr.ParveenNagpal

5. LEVELS OF CONFLICTS
1. Individual Level (Intra-individual) Conflict:
Management should keep in mind that all
individuals have conflict within themselves. Conflict
arises within an individual whenever his drives and
motives are blocked or he is confronted with
competing roles and goals and he is unable to take
decisions.
2. Interpersonal Conflict: involves conflict between
two or more individuals. This occurs because every
individual has a separate acceptable alternative
course of action and different individuals prefer
different alternatives.
Dr.ParveenNagpal

6. LEVELS OF CONFLICTS
3. Group Level Conflict: A group consists of two or more
persons who interact with each other, have a well
defined structure and has value system and norms.
Groups not only affect the behaviour of their
members, rather they have impact on other groups
and the organization as a whole.
Types:
(A) Intra Group Conflict - Conflict arises when differences
crop up between members of the group. The individual
may want to remain in the group for social needs but may
disagree with the group strategies.
(B) Inter Group Conflict - Conflicts between different
groups in the organization.
Dr.ParveenNagpal

7. LEVELS OF CONFLICTS
4. Organizational Level Conflict: occurs between
organizations which are in some way or the other
dependent upon each other. This can be between
the buyer and seller organization, between union
and organizations employing the members,
between government agencies that regulate certain
organizations and the organizations that are
affected by them.
Dr.ParveenNagpal

8. CAUSES OF CONFLICTS
Line and Staff Issues
Organizational Change
Personality Clashes
Incompatible Goals
Limited Resources
Communication Gap
Task Interdependencies
Competitive Reward System
Jurisdictional Ambiguities
Role Ambiguity
Dr.ParveenNagpal

9. CONFLICT OUTCOME
 Win-win: This outcome occurs when both parties to the
dispute feel they have won. Since both sides benefit
from such a scenario, any resolutions to the conflict are
likely to be accepted voluntarily.
 Win-lose: Situations result when only one side perceives
the outcome as positive. Thus, win-lose outcomes are
less likely to be accepted voluntarily
 Lose-lose: Means no one wins and all parties
understand that losses are unavoidable and that they
will be evenly distributed
 Compromise: Compromise or resolution as an outcome
results in satisfaction of the interests of the parties
involved.
Dr.ParveenNagpal

10. CONFLICT MANAGEMENT
Conflict management is the practice of being able to
identify and handle conflicts sensibly, fairly, and
efficiently.
Since conflicts in a business are a natural part of the
workplace, it is important that there are people who
understand conflicts and know how to resolve them.
Conflict management is the process of limiting the
negative aspects of conflict while increasing the
positive aspects of conflict.
The aim of conflict management is to enhance learning
and group outcomes, including effectiveness or
performance in organizational setting.
Thus managers should try and resolve conflicts at the
earliest.
Dr.ParveenNagpal

11. CONFLICT HANDLING STRATEGIES & ACCOMPANYING BEHAVIOURS
Dr.ParveenNagpal

12. CONFLICT RESOLUTION STRATEGIES
1. Forcing/ Competing: An individual firmly pursues his
or her own concerns despite resistance from the
other person. This may involve pushing one
viewpoint at the expense of another or maintaining
firm resistance to another person’s actions.
2. Problem Solving/ Win-Win (Collaborating):
Collaboration involves an attempt to work with the
other person to find a win-win solution to the
problem at hand - the one that most satisfies the
concerns of both parties. This approach sees conflict
resolution as an opportunity to arrive at a mutually
beneficial result.
Dr.ParveenNagpal

13. CONFLICT RESOLUTION STRATEGIES
3. Compromising/ Reconciling: Compromising looks for
a convenient and mutually acceptable solution
which partially satisfies both parties. This is
appropriate when the goals are moderately
important and not worth the use of more assertive
or more involved approaches, such as forcing or
collaborating.
4. Withdrawing/ Avoiding: This is when a person
neither pursues their own concerns nor those of
their opponent. He or she does not address the
conflict but sidesteps, postpones or simply
withdraws. This generally happens when the issue
is trivial and not worth the effort.
Dr.ParveenNagpal

14. CONFLICT RESOLUTION STRATEGIES
5. Yielding/ Smoothing: Accommodating the concerns
of other people first, rather than prioritizing one’s
own concerns. This may be appropriate when it is
important to provide a temporary relief from
conflict or buy time until one is in a better position
to respond or push back.
Dr.ParveenNagpal

15. CONFLICT RESOLUTION STRATEGIES
In a nutshell,
➢ Forcing - Only one party can win – by force, if
necessary
➢ Avoiding - Stay out of it
➢ Yielding - Withdraw and let the other party win
➢ Compromising - Employ give-and-take so that the
resulting agreement partially satisfies each of the
conflicting parties.
➢ Problem Solving - A collaboration which brings out and
satisfies the concerns of each of the parties, after
detailed discussions.
Dr.ParveenNagpal

16. CONFLICT RESOLUTION (ACTIVITY)
1. Wage negotiations with a union.
2. As a user of financial reports, you have become involved in
a conflict between the controllers office and top
management.
3. This afternoon’s management meeting has been called to
determine space requirements in a new office building.
Arguments have been heated. Recommendations must be
submitted by the end of the day.
4. 50% of a product run has been rejected by quality control.
Changes must be made immediately and your
subordinates disagree on what should be done.
5. You’re having a running argument with marketing, which is
committed to a huge advertising campaign for product
features that you feel are impractical.
Dr.ParveenNagpal

17. CONFLICT RESOLUTION (ACTIVITY)
6. An ongoing personality conflict has been hampering
productivity among your subordinates.
7. Two top managers are having a fight. You have a third
option, but you know neither of them will like it.
8. You know your people will react negatively to a new
company policy, but you also know it’s in the
company’s best interest.
9. You are involved in a conflict with another department
head, but you’ll need her support next month for a
proposal of your own.
10. You need agreement on the application of new office
procedures. Your people have conflicting opinions.
Dr.ParveenNagpal

18. CONFLICT RESOLUTION (ACTIVITY)
Forcing is best used when quick, decisive action is vital, such
as in #4. It’s also necessary in situations where unpopular,
but necessary policies or practices must be implemented
(#8).
Avoiding conflict is a good posture in situations where you
are an outsider (#2) or where you are relatively powerless
(#7). It’s also appropriate when people (or you) are too
emotional and need to cool down. In the long run, however,
consistently avoiding conflict is a negative, branding you as
someone with few options and little to contribute.
Yielding can be very effective when you recognize that the
issue is much more important to the other party then to you
(#5) or where you want to gain allies (#9). If you’re going to
yield, it’s important to do so on the right issues and before
you become too committed to your own approach.
Dr.ParveenNagpal

19. CONFLICT RESOLUTION (ACTIVITY)
Compromising is often the most appropriate mode when
both parties have equal power, such as in union negotiations
(#1). It also may be necessary when under time constraints
(#3). Remember, however, that compromising always leaves
each party somewhat disappointed, with unresolved issues
that are sure to arise again.
Problem-solving is the best mode for long-term results, but it
doesn’t work in all circumstances. It works well when
resolving personality conflicts (#6) and when cooperation
and commitment are needed (#10).
(Source: https://www.vistage.com/research-center/business-leadership/strategic-
communications/five-ways-to-manage-conflict/)
Dr.ParveenNagpal

20. THANK YOU
www.linkedin.com/in/dr-parveen-kaur-nagpal-82965b15
Dr.ParveenNagpal