The document discusses conflict, defining it as opposition or incompatible behavior between interdependent parties. It notes that conflict is a natural part of organizational life and can be beneficial if managed properly. The document outlines different levels of conflict, from interpersonal to organizational, and types, such as intra-group and inter-group. It introduces models for handling conflict, including competing, collaborating, compromising, avoiding, and accommodating, noting collaboration leads to win-win solutions. Managing conflict effectively includes addressing its symptoms and using approaches that strengthen relationships.

1. Conflict

2. What Do You Think?
 When you hear the word . . .
CONFLICT
 What do you think and what images
come to you . . .
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3. Introduction
 Definition
– Opposition
– Incompatible behavior
– opposed interaction
– Block another party from reaching her or his goals

4. Introduction
 Key elements
– Interdependence with another party
– Perception of incompatible goals
 Conflict events
– Disagreements
– Debates
– Disputes
– Preventing someone from reaching
valued goals

5. Introduction
 Conflict is not always bad for an
organization
 Do not need to reduce all conflict
 An inevitable part of organization
life
 Needed for growth and survival
 Conflict management includes
increasing and decreasing conflict
 Major management responsibility

6. Definition
 A situation in which someone
believes that his or her own needs
have been denied.
 “Conflict is a predictable social
phenomenon and should be
channeled to useful purposes.”
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7. Symptoms Of Conflict
 Tensions.
 No desire to communicate.
 Work not done properly.
 Disastrous meetings.
 Anger occurs quickly and easily.
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8. Symptoms Of Conflict
 Failing productivity.
 Slipping morale.
 Absenteeism.
 Accidents.
 Escalating costs.
 Shouting.
 Bad times.
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9. Levels and Types
of Conflict
Level of conflict Type of conflict
Organization Within and between organizations
Group Within and between groups
Individual Within and between individuals

10. Levels and Types
of Conflict
 Intraorganization conflict
– Conflict that occurs within an
organization
– At interfaces of organization functions
– Can occur along the vertical and
horizontal dimensions of the
organization
• Vertical conflict: between
managers and subordinates
• Horizontal conflict: between
departments and work groups

11. Levels and Types
of Conflict
 Intragroup conflict
– Conflict among members of a group
– Early stages of group development
– Ways of doing tasks or reaching
group's goals
 Intergroup conflict: between two
or more groups

12. Levels and Types
of Conflict
 Interpersonal conflict
– Between two or more people
– Differences in views about what should
be done
– Efforts to get more resources
– Differences in orientation to work and
time in different parts of an
organization

13. Levels and Types
of Conflict
 Intrapersonal conflict
– Occurs within an individual
• Threat to a person’s values
• Feeling of unfair treatment
• Multiple and contradictory sources
of socialization
• Related to the Theory of Cognitive
Dissonance

14. Levels and Types
of Conflict
 Interorganization conflict
– Between two or more organizations
– Not competition
– Examples: suppliers and
distributors, especially with the close
links now possible

15. Toward Conflict Management
 Conflict management is defined as
“the opportunity to improve
situations and strengthen
relationships” .
–proactive conflict management
–collaborative conflict
management

16. Conflict Handling
Behaviours
High
Competing Collaborating
Compromising
Avoiding Accommodating
Low
Low Cooperation High
045

17. Toward Conflict Management
 Blake and Mouton’s Conflict Grid

18. Toward Conflict Management
 Blake and Mouton (1970) proposed
a grid that shows various conflict
approaches.
– The 1,1 style is the hands-off
approach, also called avoidance.
– The 1,9 position, also called
accommodation, is excessively person-
oriented.

19. Toward Conflict Management
– The 5,5 position represents a
willingness to compromise.
– The 9,1 is the bullheaded
approach, also called competing.
– The optimum style for reducing conflict
is the 9,9 approach, also called
collaboration.

20. Avoiding
Physical of mental withdrawal
Low concern for either parties
Lose-Lose situation

21. 2. Smoothing/Accomodating
Accommodating the other parties
interest
Lose-win situation

22. 3.Forcing/competing:
Using power
Skills, tactics
To achieve, domination
Aggression
Win-lose situation

23. 4.compromising:
Search for middle group
Willing to give up something
In exchange for gain
Moderate degree of concern
No clear outcome

24. 5. Collaboration:
Facing the conflict directly
Mutual satisfaction
Problem solving
Win-Win out come