2. What Do You Think?
When you hear the word . . .
CONFLICT
What do you think and what images
come to you . . .
Page 2
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.”
Page 6
7. Symptoms Of Conflict
Tensions.
No desire to communicate.
Work not done properly.
Disastrous meetings.
Anger occurs quickly and easily.
Page 7
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
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.
