The document defines conflict and discusses its causes, types, and processes. It also outlines strategies for managing and resolving conflict. Specifically, it defines conflict as an incompatibility of goals or values between parties that leads to antagonism. It identifies seven common causes of conflict including lack of information, resources, and competent management. The document also describes the latent, perceived, felt, and manifest stages of conflict escalation and resolution. Finally, it discusses five approaches to conflict management - competitive, compromise, collaborative, avoidance, and accommodation - and provides a nine-step process for initiating conflict resolution.

1. CONFLICT
By / Mahmoud Shaqria
‫شقريه‬‫محمد‬ ‫محمود‬

2. General Objective :_
The students will acquire
knowledge about conflict .

3. Specific objectives :_
• Introduction .
• Definition of conflict .
• Causes of conflict .
• types of conflict .
• process of conflict .
• conflict management .
• initiating conflict resolution .

4. Introduction
 Occur in almost every aspect of our daily lives, in
schools, at home, in the communities, between
nations. It's the way that we manage these
conflict that makes a difference.
 Conflict occur when people (or other parties)
perceive that, as a consequence of a
disagreement, there is threat to their needs,
interests or concerns. Although conflict is a
normal part of organization life, providing
numerous opportunities for growth through
improved understanding and insight, there is
tendency to view conflict as a negative
experience caused by abnormally difficult

5. Definition of conflict :-
 Conflict is defined as an incompatibility of
goals or values between two or more
parties in relationship, combined with
attempts to control each other and
antagonistic feelings toward each other .
OR

6.  Conflict is defined as a struggle or contest
between people with opposing needs,
ideas, beliefs, values and goals.

7. Causes of conflict
1) Lack of information
 Conflict can arise when one party feels it
lacks important information. When
employees are continually experiencing
change that they were not informed about,
or if there are decisions being made that
the staff feels it should be involved in, this
can bring about conflict between
employees managers.

8. 2) Lack of resources
 Lack of necessary resources can cause
conflict among employees, and
between employees and management,
if employees feel there is a lack of
resources needed to do their job,
competition will arise among employees
for the available resources the
employees who are un able to obtain
what they need to perform their duties
will begin conflict with the management
for the lack of necessary resources.

9. 3) Personal Relationships
 A work environment can be a stressful place,
and it can be made worse when personal
differences begin to develop between
employees. Of the major causes of
workplace conflict, personal relationships can
be particularly counterproductive, because
problems may be generated both at home
and in the office. Some employees bring
stress from their home life to work and this
can cause conflicts among co-workers and
managers. Some personal conflicts arise
when employees are unable to accept
personal differences, which can involve such
things as race, religion or ethnic background.

10. 4) Incompetent Management
 Incompetent managers can create conflict
in the workplace. A manager who does not
understand the job tasks of his
subordinates, or is uninformed about the
job duties that each employee is
supposed to perform, can be responsible
for tension and conflict in the workplace.
Employees who lose confidence in
managers due to inconsistent decisions or
bad planning can also become a source of
conflict.

11. 5) Time Pressure
 When people believe there aren't enough hours to
do the work setting deadline is a useful way of
inducing people to perform or it can be source of
conflict if employees think their manager has
unrealistic expectations.
6) Communication Failures
 When people misperceive and misunderstand
each other

12. 7) Resistance to change
 Change is moving from the
known to an unknown. When
individuals are confronted with
change, they feel insecure even
if the change is good. This
insecurity often causes them to
resist change and thereby
creating conflict.

13. Levels of conflict
 conflict is classified into the following :_
Inter-organizational conflict
conflict occurs between organizations
which are dependent upon each other in
some way. this conflict may be between
buyer organizations and supplier
organizations about quantity, quality and
delivery times of raw materials and other
policy issues.

14. Intra-organizational conflict
Caused by the structural makeup and delegation of
authority in an organization, it's divided into Four major
types :_
Vertical conflict
exists between workers at different levels in an
organizational hierarchy.
Horizontal conflict
Exhibited by units that are at the same hierarchical level
in an organization
Line staff conflict
apparent in public organizations, when staff personnel are
used to augment and supplement the work of line
managers
Role conflict
occurs when an individual is not able to comprehend or
accomplish assigned tasks

15. Interpersonal conflict
 Refers to conflict between two individuals, this
occurs typically due to how people are different
from one another. We have varied personalities
which usually results to incompatible choices and
opinions. Apparently, it is a natural occurrence
which can eventually help in personal growth or
developing your relationships with others.
Intrapersonal conflict
 Occurs within an individual, the experience takes
place in the person's mind. hence, it is a type of
conflict that is psychological involving the
individual's thoughts, values, principles and
emotions.

16. Intragroup conflict
 These conflicts occur between
individual members of the same
group (team, family).
Intergroup conflict
 These conflicts occur between
groups, regardless the size of
the groups (classmates, teams).

17. * Types of conflict
Approach-approach conflicts
People are attracted about equally two
goals. But, carrying out one goal means
abandoning the other.
for example, you have to choose
between
buying a car or traveling to Europe.
On the same night you want to attend a
party and movie.

18.  Avoidance-avoidance
conflict
 It is choosing between two
unattractive choices. Avoidance-
avoidance conflicts arouse a great
deal of anxiety typically, and they
are difficult to resolve.
 For example, you must choose to
clean your room or do the dishes.
 A man may dislike his job intensely
but fear the threat of
unemployment if he quits.

19.  Single approach-avoidance
conflict
 Occurs when an individual is faced
with a decision to pursue or avoid
something that has advantages and
disadvantages. A single option, in
other words, has a bitter sweet quality.
These conflicts also are difficult to
resolve and generates much anxiety.
 For example, an otherwise appealing
career may require a lot of education.
 A luxurious car is costly.

20.  Double approach-avoidance
conflicts
 Have two goals, each with good
and bad points. The only available
job is dull but will provide income.
You can spend a lot of time going
back and forth never resolving this
conflict.
 Should I go out with Yara or Maya
?. Yara is intelligent but hard to talk

21.  Process of conflict
 Latent conflict
 The first stage of conflict is latent
conflict in which the factors that
could become a cause of potential
exist. These are the dry for
autonomy, role conflict and the
competition for scarce resources .

22.  Perceived conflict
 Sometimes a conflict arises even if no
latent conflict is present. In this stage one
party perceived the others to be likely to
frustrate his or her goals. is used to result
from the parties misunderstanding each
other's true position. Such conflict can be
resolved by improving communication
between the groups.

23.  Felt conflict
 Felt conflict is the stage when the
conflict is not only perceived but
actually felt and recognized.

24.  Manifest conflict
 Manifest conflict is the stage when
the two parties engage in behavior
which need responses from each
other. such as open aggression,
sabotage and withdrawal . etc…

25.  Aftermath conflict
 which takes place when there is
some outcome of the conflict, such
as a resolution to, or dissolution of,
the problem. When the manager
corrects the mistake with the
customer and takes appropriate
steps to ensure the server is more
careful in the future.

26.  Conflict Management
o Strategies for managing conflict
1) Competitive.
2) Compromise.
3) Collaborative.
4) Avoidance.
5) Accommodating.

27.  Competitive : ( I win, You lose )
 Is an assertive-uncooperative
approach, which the individual's
concern is high for outcome and self,
but low for others.
 Winning the conflict at the expense of
others.
 Useful in emergency situation.

28.  Compromise ( both win some, lose some
)
 Is moderately assertive-
cooperative approach, which the
individual's concern is for both the
outcome and the relationship
between the two parties.
 Focusing on give-and-take by both
parties.

29.  Collaborative ( I win, You win )
 Is an assertive-cooperative
approach, which the individual's
concern is high for self, the
problem, the outcome, and the
relation between the two parties.
 Trying to ensure everyone wins.
 The best but the most difficult.

30.  Avoidance ( I lose, You lose )
 Is an unassertive-uncooperative, which the
individual's concern is low for the outcome
and the relationship, that leads to ( lose-lose)
situation.
 The avoidance strategy seeks to put off
conflict indefinitely. By delaying or ignoring
the conflict, the avoider hopes the problem
resolves itself without a confrontation.
 Refusing to become involved in conflict.
 This type of conflict style does not help the
other parties reach their goals, and does not
help the party who is avoiding the issue
assertively pursue his or her own goals.

31.  Accommodating ( I lose, You win )
 Is an unassertive-cooperative
approach, which the individual's
concern is low for outcome while
the concern for relationship is high.
 Yielding ( elastic) one's opinion to
appease ( calm down) others.

32. Initiating conflict resolution
 for example, there s a problem between
two students at secondary school Ameer
and Eslam
 and the problem is one of this students
(Eslam) steal the phone of the other
student (Ameer) that’s lead to make
conflict between the two students. one of
the students in the same class went to the
manager of the school and report him
about the problem.

33. 1) Prepare for conflict resolution by
 understanding what the conflict is ?
the conflict is that’s there is a missing phone
from Ameer in the class and he said that’s his
classmate Eslam steal it
 what is the action that is causing the
problem?
the reason was that Eslam was the first one
who arrived to the class after the break
 and how does the action affect you and
others ?
and this problem affect on the all student by
divided them to two parts in the class

34. 2) State the problem in terms of action and
effect .
there's a problem between two student
about theft phone and it leads to Scrimmage
between them
3) Improve communication skills such as :
 Put your effort into listening, not arguing (
in disagreement )
 Be open to new information.
 Make an effort not be defensive.
 Listen for what you can understand.

35. 4) Be aware of feelings, emotions ..
 Stay in control of emotions so they don't
get in the way of your thinking and
reasoning ability.
5) Pay attention to time, place and
manner .
6) Be aware of your style of
communication.
7) Improve work relationships.
 Treat all co-workers with respect.
 Avoiding being judgmental and critical
of others.

36. 8) Listen to how the other person
responds.
if Eslam said that he take it, the manager
will talk with him and teach him the right,
then he will helped them to They
reconcile and agree. and improve
communication between the class
students
 If the problem is acknowledged, find a
solution together, restate the solution to
assure agreement, and implement the
solution.

37. 9) If others person doesn't acknowledge there is
a problem, restate the problem until the other
person understand, the find and implement the
solution together.
if Eslam Refuses to Recognition the manager
must research about the phone.
he asked Ameer about the places that he went to
in the break and request him to search on the
phone at this places and finally he found it in the
supermarket next to the school.

38.  He asked him to apologies to Eslam in
front of the class and then he will
helped them to reconcile and agree.
and improve communication between
the class students.

39. References :_
 https://dictionary.cambridge.org/dictionar
y/english/conflict
 https://smallbusiness.chron.com/major-
causes-conflict-960.html

https://www.sagu.edu/thoughthub/cause
s-of-conflict
 https://www.accipio.com/eleadership/mo
d/wiki/view.php?id=1858
 https://communitydoor.org.au/human-
resource-management/conflict-and-its-
causes
 http://blog.mediate2go.com/2014/05/leve
ls-of-conflict.html

40.  https://blog.reedsy.com/types-of-conflict-
in-fiction/

https://www.britannica.com/science/confli
ct-psychology#ref11205
 https://www.britannica.com/science/confli
ct-psychology#ref112052/
 https://study.com/academy/lesson/appro
ach-avoidance-conflict-definition-
examples.html/
 https://blog.udemy.com/stages-of-
conflict/
 https://www.wisdomjobs.com/e-
university/organisational-behaviour-

41.  http://www.kentangen.com/conflict-
types/double-approach-avoidance-
conflicts/
 https://www.beyondintractability.org/essa
y/latent_conflict
 https://smallbusiness.chron.com/5-
conflict-management-strategies-
16131.html
 https://www.amanet.org/training/articles/t
he-five-steps-to-conflict-resolution.aspx