Conflict management
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This document provides an overview of conflict management. It defines conflict as a serious disagreement between two opposing forces. Conflict management aims to limit the negative aspects of conflict and increase the positive aspects to improve group outcomes. The document describes characteristics of conflict such as it evolving over time and spreading like a virus. It also identifies types of conflict, indicators of conflict, reasons for conflict occurring, and techniques for managing conflict such as a case study on Maruti Suzuki.
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This chapter discusses conflict management in organizations. It defines conflict as incompatible goals between interdependent parties. Conflict can be constructive by creating needed change, or destructive by damaging relationships. The document outlines three levels of conflict (interpersonal, intergroup, interorganizational) and phases (latent, perceived, felt, manifest, aftermath). It also discusses styles of managing conflict, including avoiding, accommodating, compromising, competing, and collaborating. Bargaining and negotiation are presented as strategies to deal with organizational conflict.
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Conflict management
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Conflict management
Conflict can arise from scarce resources, differing goals or perceptions between two or more interdependent parties. There are various types of conflict including interpersonal, intergroup and organizational. The conflict process typically involves a latent conflict developing into a perceived, felt and manifest conflict before being resolved through various strategies. Effective conflict management involves understanding different perspectives, open communication and finding a mutually agreeable solution. Negotiation is also used to resolve conflicts through compromise or addressing each party's concerns to develop consensus.
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Conflict management
Conflict Management, a chapter of Organisational Behaviour for Human Resource Managers. It includes sources of conflict, types of conflict, conflict management styles and a case study on conflict. It also shows measures that can be taken for conflict prevention.
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This chapter discusses conflict management in organizations. It defines conflict as incompatible goals between interdependent parties. Conflict can be constructive by creating needed change, or destructive by damaging relationships. The document outlines three levels of conflict (interpersonal, intergroup, interorganizational) and phases (latent, perceived, felt, manifest, aftermath). It also discusses styles of managing conflict, including avoiding, accommodating, compromising, competing, and collaborating. Bargaining and negotiation are presented as strategies to deal with organizational conflict.
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This document discusses conflict management and resolution. It defines conflict and discusses its causes and types, including interpersonal, intrapersonal, intragroup, and intergroup conflict. It also covers sources of conflict such as affective, substantive, conflicts of interest, values, and goals. The document outlines methods for resolving conflict, including smoothing, forcing, compromising, and confronting/problem solving. It notes that confronting/problem solving, which requires participation and identifying root causes, is the most effective approach.
Conflict management
Conflict can arise from scarce resources, differing goals or perceptions between two or more interdependent parties. There are various types of conflict including interpersonal, intergroup and organizational. The conflict process typically involves a latent conflict developing into a perceived, felt and manifest conflict before being resolved through various strategies. Effective conflict management involves understanding different perspectives, open communication and finding a mutually agreeable solution. Negotiation is also used to resolve conflicts through compromise or addressing each party's concerns to develop consensus.
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Conflict management
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Conflict is a struggle or challenge between people with opposing needs, ideas, beliefs, values or goals.
Because managers have variety of interpersonal relationships wit people with different values, beliefs, backgrounds, and goals, conflict is an expected outcome
Conflict theory has changed dramatically during the last 100years. Currently conflict is viewed as neither good nor bad because it can produce growth or be destructive depending on how to manage it
Three categories of conflict intrapersonal, interpersonal, intergroup
The 1st stage of conflict process called latent conflict and end with conflict aftermath
The optimal goal in conflict resolution strategies is creating win-win solution for ever one involve
Common conflict resolution strategies include compromise, competing, accommodation, smoothing, avoiding and collaboration
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The document discusses conflict, negotiation, and strategies for effective negotiation. It covers key topics such as the different types of conflict, causes of conflict, approaches for dealing with conflict, principles of negotiation, and techniques for becoming a better negotiator including observational and analogical learning. Effective negotiation requires separating people from problems, focusing on interests over positions, generating alternatives, and basing results on objective standards. Factors like trust, cooperation, and understanding the other side's needs and position are important for reaching agreements.
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Craig treisch - How to manage conflict in organizations
organizational conflict is difference between employee and organization. it normal in organization that conflict occur.craig treisch describe type of conflict and how to manage these conflict. craig treisch handle large team which work as complex solution from more than a decade.
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The document analyzes conflict management styles in teams at three IT companies - Cognizant Technology Solutions, Wipro, and Syntel Inc. It discusses the conflict management process and strategies like mediation, arbitration, control, acceptance, and elimination. It also examines ways people deal with conflict, including withdrawing (like a turtle) or forcing their solutions (like a shark). The objective of the project was to identify and compare conflict management styles in the teams of each company and perform correlation analysis on the collected data about their conflict management styles.
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This document discusses conflict management in organizations. It defines conflict and presents various views on conflict, including the traditional, human relations, and interactionist views. It identifies sources of conflict like incompatible goals and scarce resources. It describes different levels of conflict from the individual to organizational levels and different types like interpersonal and intergroup conflict. The document outlines objectives like explaining why conflict arises and describing strategies to resolve it effectively. It also discusses the constructive and destructive aspects of conflict, as well as conflict management techniques and styles.
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This document discusses conflict management and provides details on various types of conflict. It begins by defining conflict management and its goals of limiting negative aspects of conflict while increasing positive ones. It describes factors that can cause conflict and different types of organizational and interpersonal conflict. The document also distinguishes between conflict resolution and conflict management, noting the latter aims to minimize negative impacts rather than necessarily resolve conflict. It provides an overview of Rahim's model of conflict management styles and makes suggestions for effective conflict management. The document concludes by discussing considerations for international conflict management and the potential role of counseling in addressing personal conflicts affecting work.
Conflict management
Conflict is a struggle or challenge between people with opposing needs, ideas, beliefs, values or goals.
Because managers have variety of interpersonal relationships wit people with different values, beliefs, backgrounds, and goals, conflict is an expected outcome
Conflict theory has changed dramatically during the last 100years. Currently conflict is viewed as neither good nor bad because it can produce growth or be destructive depending on how to manage it
Three categories of conflict intrapersonal, interpersonal, intergroup
The 1st stage of conflict process called latent conflict and end with conflict aftermath
The optimal goal in conflict resolution strategies is creating win-win solution for ever one involve
Common conflict resolution strategies include compromise, competing, accommodation, smoothing, avoiding and collaboration
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The document discusses conflict, negotiation, and strategies for effective negotiation. It covers key topics such as the different types of conflict, causes of conflict, approaches for dealing with conflict, principles of negotiation, and techniques for becoming a better negotiator including observational and analogical learning. Effective negotiation requires separating people from problems, focusing on interests over positions, generating alternatives, and basing results on objective standards. Factors like trust, cooperation, and understanding the other side's needs and position are important for reaching agreements.
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In presentation nine, one of the most important thing to gain control over is yourself, especially in a hospital setting where emotions may be running high. This presentation demonstrates the ideal ways to handle conflict in any environment, but especially in a hosptial scenario.
The impact of conflict management on the organizational performance a synthes...
The impact of conflict management on the organizational performance a synthes...Hajee Mohammad Danesh Science and Technology University, Dinajpur, Bangladesh.
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Key words: conflict, management, organizational, performance, literatureConflict and conflict management
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Conflict management in an organization
This document discusses conflict in organizations and management strategies. It defines conflict as occurring when one party perceives another has negatively affected something they care about. Organizational conflict arises from incompatible goals between groups. Conflict can be functional and improve performance, or dysfunctional and hinder performance. Conflict occurs at the individual, interpersonal, and group levels. The document outlines various conflict management strategies like competing, collaborating, avoiding, and compromising. It emphasizes the importance of addressing conflict in a timely manner and learning from conflicts.
Conflict management ppt
This document provides an overview of conflict management. It defines conflict and discusses views of conflict. It describes characteristics of conflict including that it requires at least two parties with incompatible goals. Sources of conflict include differences in beliefs and scarce resources. The document outlines functional conflict that works towards goals and dysfunctional conflict that blocks goals. It also discusses levels of conflict such as individual, group, and organizational and types such as interpersonal and intergroup. Approaches to managing conflict include avoidance, competition, accommodation, compromise, and collaboration. Tips for managing conflict effectively are provided.
Basic understanding of conflict and conflict management
This document provides an overview of basic concepts related to conflict and conflict management. It defines conflict as a struggle between opposing groups, interests, or ideas. The document outlines different types and levels of conflict, from interpersonal to international. It also discusses theories of conflict, including Galtung's concept of direct, structural and cultural violence. The stages of conflict are described moving from latent issues to open confrontation. Finally, the document discusses strategies for managing conflict, including different styles of engagement and tools like negotiation, mediation and arbitration.
Craig treisch - How to manage conflict in organizations
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Conflict Management
The document analyzes conflict management styles in teams at three IT companies - Cognizant Technology Solutions, Wipro, and Syntel Inc. It discusses the conflict management process and strategies like mediation, arbitration, control, acceptance, and elimination. It also examines ways people deal with conflict, including withdrawing (like a turtle) or forcing their solutions (like a shark). The objective of the project was to identify and compare conflict management styles in the teams of each company and perform correlation analysis on the collected data about their conflict management styles.
Conflict management
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 (Ra him, 2002, p. 208).
Conflict & Negotiation
The document outlines concepts related to conflict and negotiation including defining conflict, reviewing views of conflict, contrasting functional and dysfunctional conflict, outlining the conflict process, studying conflict handling orientations, comparing bargaining strategies, and identifying biases that hinder negotiations. It provides learning objectives and details each stage of the conflict process from potential opposition to outcomes. The document also discusses negotiation, bargaining strategies, and issues that can impact the negotiation process.
Transition in conflict thought
The traditional view believed conflict should be avoided as it was seen as negative and the result of poor communication or unmet needs. Over time, views shifted and conflict came to be seen as natural and inevitable under the human relations view. Currently, the interactionist view holds that some conflict is necessary and positive, helping groups perform effectively, with task and process conflicts seen as functional if kept at low-to-moderate levels as they help clarify goals and methods.
Organizational conflict
The document discusses organizational conflict. It begins by defining conflict as a disagreement between incompatible ideas, interests, or people. It then discusses various types of conflict including task conflict, relationship conflict, and conflicts of interest. Several causes of workplace conflict are outlined, such as personal clashes, misunderstandings, lack of cooperation, and differences in beliefs. Strategies for managing conflict constructively include open communication, listening to different perspectives, and focusing on problem-solving rather than changing people. The document emphasizes developing self-awareness and trust to facilitate conflict resolution.
Organizational conflicts presentation
1) The document discusses various types of organizational conflicts including intra-individual, inter-individual, intra-group, and inter-group conflicts.
2) It outlines both the traditional and current views of conflicts, with the current view being that some level of conflict can contribute to organizational performance.
3) Various causes of conflicts are provided including differences in goals, perceptions, values and resources as well as role conflicts and ambiguity.
Conflict management in the workplace
Facts about conflict,Four Basic Elements of Conflict,Conflict Indicators,Resolving Conflict,Common ways of Dealing with Conflicts among others are highligthed.
Conflict management and Negotiation
This document discusses conflict management and negotiation. It defines conflict as a struggle between opposing needs, values or goals. The types of conflict are interpersonal, intra-group, inter-group, and inter-organizational. Causes of conflict include misunderstandings, personality clashes, fights over resources, and differences in authority, work methods, values or goals. Conflict can have positive effects like new ideas and problem solving, but also negative effects like stress, demotivation and non-productivity. Conflict management techniques include establishing common goals, reducing interdependence and shared sources of conflict, and improving trust and communication. Negotiation strategies involve distributive bargaining which is win-lose, and integrative bargaining which seeks win
Conflict managment
This document outlines key aspects of conflict management including types, sources, stages, effects, coping strategies, and styles of conflict. It discusses intra-individual, interpersonal, intergroup, and organizational conflicts. The stages of conflict progression include latent conflict, awareness, frustration, tension, antagonism, disagreement, and threats. Effective conflict management includes avoiding or withdrawing, accommodating, competing, compromising, and collaborating to solve problems. Negotiation aims to satisfy all parties through a win-win orientation.
Conflict management in Nursing
This document provides an overview of conflict resolution. It defines conflict and conflict management, and discusses the sources, types, and process of conflict. It also outlines techniques for managing conflict, including avoidance, accommodation, competition, compromise, and collaboration. The role of nurse administrators in conflict resolution is described, such as confrontation, soothing parties, third party consultation, responsibility charting, behavior change, and structure change. The key message is that conflict is neither good nor bad, and how it is managed determines the outcome.
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This document discusses conflict management in organizations. It defines conflict and presents various views on conflict, including the traditional, human relations, and interactionist views. It identifies sources of conflict like incompatible goals and scarce resources. It describes different levels of conflict from the individual to organizational levels and different types like interpersonal and intergroup conflict. The document outlines objectives like explaining why conflict arises and describing strategies to resolve it effectively. It also discusses the constructive and destructive aspects of conflict, as well as conflict management techniques and styles.
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The International Journal of Conflict Management
2002, Vol. 13, No. 3, pp. 206−235
TOWARD A THEORY OF MANAGING
ORGANIZATIONAL CONFLICT
M. Afzalur Rahim
Center for Advanced Studies in Management
The management of organizational conflict involves the diagnosis of and
intervention in affective and substantive conflicts at the interpersonal,
intragroup, and intergroup levels and the styles (strategies) used to
handle these conflicts. A diagnosis should indicate whether there is need
for an intervention and the type of intervention needed. In general, an
intervention is designed (a) to attain and maintain a moderate amount
of substantive conflict in nonroutine tasks at various levels, (b) to
reduce affective conflict at all levels, and (c) to enable the
organizational members to select and use the appropriate styles of
handling conflict so that various situations can be effectively dealt with.
Organizational learning and effectiveness can be enhanced through an
appropriate diagnosis of and process and structural interventions in
conflict.
Even though conflict is often said to be functional for organizations, most
recommendations relating to organizational conflict still fall within the spectrum of
conflict reduction, resolution, or minimization. Action recommendations from the
current organizational conflict literature show a disturbing lag when compared to
functional set of background assumptions that are often endorsed. These recom-
mendations are usually designed to deal with conflict at the dyadic or group levels
and are not appropriate for macro-level changes in an organization. Insofar as it
could be determined, the literature on organizational conflict is deficient (with
minor exceptions) in three major areas:
1. There is no clear set of rules to suggest when conflict ought to be main-
tained at a certain level, when reduced, when ignored, and when enhanced.
2. There is no clear set of guidelines to suggest how conflict can be reduced,
ignored, or enhanced to increase organizational learning and effectiveness.
Note: The author wishes to thank Michael E. Roloff and three anonymous reviewers for
critical comments and suggestions.
M. A. RAHIM 207
The International Journal of Conflict Management, Vol. 13, No. 3, 2002
3. There is no clear set of rules to indicate how conflict involving different
situations can be managed effectively.
This paper addresses these issues at a macro level and provides a design for
managing interpersonal, intragroup, and intergroup conflicts. All these can be use-
ful to the management practitioner as well as the academician.
Nature of Conflict
According to Roloff (1987), "organizational conflict occurs when members
engage in activities that are incompatible with those of colleagues within their net-
work, members of other collectivities, or unaffiliated individuals who utilize the
services or ...
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This document provides an overview of conflict management. It defines conflict and discusses different views of conflict, including the traditional, human relations, and interactionist views. It also distinguishes between functional and dysfunctional conflict. The document outlines different levels of conflict, including individual, group, and organizational levels. It describes Louis Pondy's five stages of conflict: latent, perceived, felt, manifest, and aftermath. Finally, it discusses different approaches to managing organizational conflict, including avoiding, competing, accommodating, collaborating, and compromising.
Conflict resolution
The concept of conflict , being an outcome of behaviors, is an integral part of human life. Where ever there is interaction, there is conflict.
Conflict and negotiations
This document discusses conflict and negotiations in organizations. It defines conflict as differences between individuals, groups, or a person and group. Conflict can be functional when it improves performance, or dysfunctional when it hinders goals. The sources of organizational conflict include scarce resources, differences in goals/values, and ambiguities. When managing conflict, approaches include competing, accommodating, collaborating, avoiding, and compromising. Negotiations involve parties attempting to reach agreement despite some level of disagreement. Negotiation strategies can be win-lose or win-win. Third parties like mediators or arbitrators can assist in resolving conflicts.
Roll no 17,13,28,10,14
This document summarizes interpersonal conflict and negotiation skills. It discusses various types of conflict including interpersonal, intergroup, and organizational conflict. It describes sources of interpersonal conflict such as personal differences and role incompatibility. Strategies for resolving interpersonal conflict include collaborating, compromising, accommodating, avoiding, and forcing. Effective negotiation involves both distributive and integrative approaches and developing strong negotiation skills. The document provides an overview of concepts relating to conflict management and resolution.
Conflict management by Bidhu B Mishra
This document provides an overview of conflict management. It begins with definitions of conflict and discusses causes and types of conflict including functional vs. dysfunctional conflict and levels of conflict within organizations, groups and individuals. Characteristics and signs of conflict are outlined. Views of conflict and types such as task and relationship conflict are described. Steps to resolve conflict including confrontation, problem solving and identifying alternative solutions are provided. Strategies for coping with conflict such as avoidance, competition, accommodation, compromise and collaboration are summarized. The document concludes with a discussion of productive vs. unproductive conflict.
MANAGING CONFLICTS (Nursing Management)pptx
This document discusses managing conflicts in organizations. It begins by defining conflict and noting that conflict exists at all levels of society and is natural and inevitable in human relationships. Conflict is the root of change and prevents stagnation.
The document then discusses different perspectives on conflict, including traditional views that see all conflict as harmful, human relations views that see conflict as natural, and interactionist views that see conflict as necessary for group performance. It also discusses functional and dysfunctional conflict in organizations.
The rest of the document outlines sources of conflict, stages of conflict escalation, approaches to conflict resolution including competing, collaborating, avoiding, accommodating, and compromising, and recommendations for when to use each approach to conflict management.
Conflict Management By Ramesh
This presentation discusses conflict management and negotiation. It defines conflict and outlines various types. It explores traditional, human relations, and integrationist views of conflict. The presentation also distinguishes between task, relationship, and process conflict. It describes the conflict process and five conflict-handling intentions. Additionally, it contrasts distributive and integrative bargaining and identifies five steps in the negotiating process. Finally, the presentation provides tips for managing workplace conflict.
Conflict management presentation
The document defines conflict as a struggle between opposing forces or individuals that causes frustration in accomplishing goals. Conflict can be positive when it leads to clarification or improvement, but is negative when it lowers productivity or morale. Common causes of conflict include poorly defined goals, differing values, lack of cooperation, and communication failures. The types of conflict are intrapersonal (within an individual), interpersonal (between individuals), intergroup (within teams), and interorganizational (between teams). Conflict management strategies include avoidance, competition, compromise, and collaboration to achieve lose-lose, win-lose, or win-win outcomes. Preventing conflict involves open communication, clear roles, and fair treatment within teams.
Conflict Management
This document discusses conflict management in organizations. It defines conflict and presents different views of conflict, including the traditional, human relations, and interactionist views. It describes sources and levels of conflict within organizations, and types of conflict such as interpersonal, intragroup, and intergroup. The document outlines the conflict management process and five styles of managing conflict: competing, accommodating, avoiding, collaborating, and compromising. It provides techniques for managing conflict effectively and resolving disputes. The overall aim is to explain conflict in organizations and strategies for addressing it productively.
Chapter fifteen
This document provides an overview of managing conflict and negotiations. It discusses various perspectives on conflict, including the traditional, human relations, and interactionist views. Functional and dysfunctional conflict are described. The consequences of dysfunctional intergroup conflict are outlined. Causes of intergroup conflict like interdependence, goal differences, and perceptual differences are examined. Five approaches for resolving conflicts - dominating, accommodating, problem solving, avoiding, and compromising - are presented. Stimulating constructive intergroup conflict through methods like bringing in outside individuals or altering organizational structure is also covered. The document concludes with descriptions of negotiations, bargaining strategies, and the negotiation process.
Organizational conflict
This document discusses changing views of conflict in organizations. It begins by defining conflict as a disagreement between two or more parties pursuing incompatible goals. It then discusses the nature of conflict, identifying it as different from competition and noting it occurs when parties have incompatible goals and interfere with each other's goal attainment. The document outlines sources of conflict at the intra-personal, inter-personal, and inter-group levels. It notes views of conflict have changed from being seen as inherently negative to recognizing some conflict can be functional in improving performance if resolved constructively. The summary concludes by differentiating between functional conflict, which can improve employee and organizational performance, and dysfunctional conflict, which hinders goal achievement.
IJMRR May 2013 Volume 3Issue 5Article No-32855-2862 .docx
IJMRR/ May 2013/ Volume 3/Issue 5/Article No-3/2855-2862 ISSN: 2249-7196
*Corresponding Author www.ijmrr.com 2855
INTERNATIONAL JOURNAL OF MANAGEMENT RESEARCH
AND REVIEW
ORGANIZATIONAL CONFLICT MANAGEMENT STRATEGIES ON EMPLOYEE
JOB SATISFACTION: A CONCEPTUAL RELATIONSHIP
Shehu Aliyu Mukhtar*
1
1
Department of Management Sciences, Kano State College of Arts and Sciences, Kano-
Nigeria.
ABSTRACT
The paper provides a general look at conflict and conflict management strategies in
workplace. As part of its objective, it discovered the common sources and types of conflict,
basic component to conflict, importance as well as problems associated with conflict in an
organizational setting.The paper delves on some aspect of employee job satisfaction. It
proposes anfuture empirical investigation between organizational conflict management
strategies and employee job performance.
Keywords: Conflict management, strategy, organization, workplace.
1. INTRODUCTION
Conflict is as old as man, because it coexists with human existence and interaction between
different social forces (human beings, religion, culture, marriage) that make up the human
society. The social composition of the society reveals the existence of various social elements
which share so many things in common in terms of culture, biological nature; identity and so
on (Veshki, Jazayeri, Shariff, Esfani, Aminjafari&Hosnije, 2012). However, human beings
differs in so many respect as a result of individual differences which manifested in form of
emotional feelings, perception, physical structures, psychology etc. Despite, these differences
the social nature of man necessitates the interaction of man with another fellow human
being(s). However, the more they interact the more there is bound to be a conflict, as a result
of their differences in either personal, family and societal levels, making conflict endemic
and ubiquitous and as well pervasive in every human society past or present, traditional or
modern, simple or complex, and at all levels of the society. Hence conflict is inevitable as all
human societies, communities, organizations and interpersonal relationships experience
conflict at one time or the other in the process of their regular interactions (Bagobiri and
Kassah, 2009). Conflict affects the entire organisation, its segments, sub-segment and
components the same way it affects the society in general.Therefore, conflict is inevitable
between organization and organizational members within the environment, which simply
means that conflict is a common phenomenon between workers and the management and
between individual workers within the organization.
Conflict management may be perceived as a wider concept involving conflict resolution and
transformation when necessitated and it is more of a ...
conflict and types of conflict
This document discusses organizational conflict and types of conflict. It defines conflict and describes its sources and different levels within organizations. The document outlines functional and dysfunctional conflict, explaining how functional conflict can benefit an organization through increased creativity and information sharing, while dysfunctional conflict hinders productivity and job satisfaction. Both the positive and negative effects of conflict are provided. The document concludes by describing procedures for resolving conflict, such as diagnosing the issue, using conflict handling modes like mediation, and mutual problem solving.
Conflict Management
This document discusses conflict management processes in organizations. It defines conflict and describes its potential to be constructive or destructive. The document outlines three levels of organizational conflict - interpersonal, intergroup, and interorganizational. It also describes the phases a conflict may progress through from latent to manifest conflict. The document discusses different conflict styles like avoidance, accommodation, competition, collaboration and provides a critique of the conflict styles construct. It introduces concepts of bargaining, negotiation, distributive and integrative bargaining approaches. The document concludes by discussing the role of third parties in resolving conflicts.
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Conflict management
- 1. CONFLICT MANAGEMENT PRESENTED BY; MARIYAM KIDWAE MANJHARI TRIPATHI MANSI CHAURASIYA MOHD. TAUHEED UNDER THE GUIDANCE OF DR. TINU KAUR
- 2. INDEX MEANING OF CONFLICT DEFINITION OF CONFLICT CONFLICT MANAGEMENT CHARACTERSTICS OF CONFLICT CONFLICT INDICATORS REASONS OF CONFLICT TECHNIQUES OF CONFLICT MANAGEMENT CASE STUDY ON MARUTI SUZUKI
- 3. MEANING OF CONFLICT Conflict is serious disagreement and argument about something important. If two people or groups are in conflict, they have had a serious disagreement or argument and have not yet reached agreement.
- 4. DEFINITION OF CONFLICT In literature, conflict is a literary element that involves a struggle between two opposing forces, usually a protagonist and an antagonist.
- 5. CONFLICT MANAGEMENT MEANING 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 an organizational setting. Properly managed conflict can improve group outcomes
- 6. CHARACTERSTICS OF CONFLICT Here are eight characteristics of conflict: 1. Conflict does not just appear. Conflict evolves. 2. Conflict is like a virus when it appears it begins to spread like crazy. 3. Conflicts are bred by differing values. 4. Conflict is energized through opposing interests. 5. Conflict is fueled by poor communications. 6. Conflict intensifies when trust breaks down. 7. Conflict is festered by incompatible goals. 8. Conflicts are encouraged by differing
- 8. LIKE A CRAZY VIRUS
- 9. Bred by differing values Opposing Interest
- 10. Poor communication Trust breakdown
- 11. Incompatible goals Differing Personalities
- 12. TYPES OF CONFLICT Conflicts can be of different types as described below: On the basis of involvement: Conflicts may be intrapersonal (conflict with self), interpersonal (between two persons) and organisational. Organizational conflict, whether real or perceived, is of two types - intraorganizational and interorganizational. On the basis of Scope:
- 13. On the basis of Results: Conflict can be Constructive or Destructive, creative or restricting, and positive or negative. Destructive conflicts are also known as dysfunctional conflicti On the basis of Sharing by Groups: Conflicts may be Distributive and Integrative. Distributive conflict is approached as a distribution of a fixed amount of positive outcomes or resources, where one side will end up winning and the other losing, even if they do win some concessions.
- 14. On the other hand, integrative – Groups utilizing the integrative model see conflict as a chance to integrate the needs and concerns of both groups and make the best outcome possible. This type of conflict has a greater emphasis on compromise than the distributive conflict. It has been found that the integrative conflict results in consistently better task related outcomes than the distributive conflict. On the basis of Strategy: Conflicts may be competitive and cooperative.
- 15. CONFLICT INDICATORS a. Body language b. Colleagues not speaking to each other or ignoring each other c. Deliberately undermining or not co-operating with each other, to the downfall of the team d. contradicting and bad-mouthing one another e. Disagreements, regardless of issue f. Withholding bad news g. Surprises h. Strong public statements i. Airing disagreements through media etc.
- 16. REASONS OF CONFLICT Conflicts may be caused by any one or more of the following reasons: Cognitive (Recognition and Understanding) Dissonance (Difference of opinion) Status: Incongruence: Incompatibility: Stress: Seeking Power: Weak Leadership: Differing viewpoints among colleagues about each other: