The document discusses the causes and types of conflict in the workplace. It states that conflict is a natural and sometimes beneficial part of organizations, arising from differences in personalities, perspectives, goals, and structural factors like ambiguous responsibilities. Conflict occurs when one party can negatively impact another, such as in supervisor-subordinate, team member, or customer interactions. The document outlines various reasons for conflict, including communication problems, power struggles, dissatisfaction with leadership, and organizational changes. It also distinguishes between constructive conflict that produces useful change and dysfunctional conflict that hinders performance and morale.

1. Conflict
Management

2. • Conflict is a necessary and
healthy part of the life of all
organizations.
• Conflict on the job usually
represents the normal
competitive urge present in most
individuals.
• Conflict on the job is always the
result of personality clashes.
About Conflict

3. • Conflict is a primary source of stress on the job.
• One of the benefits of conflict on the job is that it
sometimes produces useful change.
• Conflict arises when there is potential for one party to
negatively impact another party:
Supervisor – subordinate relationships
Team members
Customer interactions
Organizational change
Clash of Interest
About Conflict

4. Communication problems
Ambiguity
Mixed messages
 Verbalize one thing, yet your body
language says another
Lack of Openness
Goal incompatibility
 Sales department versus credit
department
Dependence issues
 One group (accounting) dependent
upon another (MIS)
Why Conflict

5. Personal factors
Personality clashes
 Type A versus Type B
Value systems
 National culture dimensions
 Different emphasis on quality or quantity
 Different perception and area of interest.
 Differences in Perspectives
 Seeking power
 Dissatisfaction with management style
 Weak leadership
Contd…

6. Body language
Disagreements, regardless of issue
Withholding bad news
Surprises
Strong public statements
Airing disagreements through media
Conflicts in value system
Conflict Indicators

7.  Desire for power
 Increasing lack of respect
 Open disagreement
 Lack of clear goals
 No discussion of progress, failure relative to goals, failure to
evaluate the superintendent fairly, thoroughly or at all.
Contd…

8. If a problem can beIf a problem can be
solved, no need tosolved, no need to
worry about it.worry about it.
If a problem cannot beIf a problem cannot be
solved what is the use ofsolved what is the use of
worrying?worrying?

9. Worry As Cause Of ConflictWorry As Cause Of Conflict
Worryingforsituationswhich neverhappens. 40%
Worryingforsituationswhich hashappened in thepast 30%
Worryingforsituationswhich concerns others. 12%
Worryingforillness which mayberealorimaginary 10%
Situations which needs attention,Competenceand Opportunityto
prove.weshould not beworried but should beconcerned.
8%
Onecan avoid conflict ifweunderstand theabovelifesituations.

10. We listen &
Find Solutions
EGO
SELF
Remain at Base Level
Accept Authority of Other
EGO
OTHER PERSON
Ego Cause Of Conflict- Mind BlockageEgo Cause Of Conflict- Mind Blockage
We hear & don’t Listen

11. TENSION
CONFLICT
FRUSTRATION
HELPLESSNESS
INSULT
ANGER
DEPRESSION
STRESS
Conflict A Silent KillerConflict A Silent Killer
AGRESSION

12. Types of Conflict

13. Constructive Conflict
Results in clarification of important problems
and issues.
Results in solutions to problems.
Causes authentic communication.
Helps release emotion, anxiety, and stress.
Builds cooperation among people through
learning more about each other.
Helps individuals develop understanding and
skills.
Helps people "be real", for example, it
motivates them to participate.
Helps people learn how to recognize and
benefit from their differences.

14. Destructive Conflict
Takes attention away from other important
activities.
Undermines morale or self-concept.
Polarizes people and groups, reducing
cooperation.
Increases or sharpens difference.
Leads to irresponsible and harmful behavior,
such as fighting, name-calling.
Hampers productivity.
Lowers morale.
Causes more and continued conflicts.
Causes inappropriate behaviors.

15. If We Handle Life Situations
Well, the Conflict can be
better Managed

16. Functional Conflict
Functional Conflict
Conflict that supports the goals of the group and
improves performance
 “When two people in business always agree, one of them is unnecessary”
 “You put a lot of smart people in a room and listen to them duke it out,
and the best idea will pop out”
Task conflict
 Conflicts over content and goals of work
 Low to moderate level is functional
 Stimulates discussion and ideas

17. Managing Functional Conflict
Encouraging Functional Conflicts
Encourage dissent by asking tough questions.
Bring people with different points of view.
Designate someone to be a devil’s advocate.
Ask the team to consider an unthinkable alternatives.

18. Dysfunctional Conflict
Conflict that hinders performance
Relationship conflict
Stems from interpersonal relationships
Personality clashes, value differences
Results in hostility & friction
Decreases mutual understanding and makes task completion more
difficult

19. Managing Dysfunctional
conflict
Managing Dysfunctional Conflicts
Mediates the conflicts
Arbitrate the conflicts.
Control the conflicts.
Accept the conflicts.
Eliminate the conflicts.

20. The Conflict Process

21. Collaborating: win/win
Compromising: win
some/lose some
Accommodating:
lose/win
Competing:
win/lose
Avoiding: no
winners/no losers
5 Conflict Management Strategies

22. Resolving Team Conflict
• Conflict is an emotional disturbance or disagreement

23. Six Steps to Manage Team Conflict
 Clarify and identify the cause of
conflict
 Determine the common goal
 Determine options
 Determine and remove the barriers
 Determine solution that everyone
can accept
 Acknowledge solution: win-win
solution

24. Conflict Resolution
Super-ordinate goals
Overarching, shared goal that cannot be attained without
cooperation of each of the conflicting parties
Altering structural variables
Changing the organizational chart
 Reporting relationships
Create joint-task forces
 Gain appreciation of each others (groups) constraints and
needs
Altering individuals
Human relations training
Transfers

25. Conflict Resolution
Mediation
Neutral third party attempts to find mutually beneficial trade-offs,
suggests alternatives & serves as a sounding board for the
conflicting parties
 Growing area of legal practices
 60% of cases in mediation reach settlement
Arbitration
Neutral third party can dictate an agreement
 Allows parties to avoid the high-costs of going to trial
 Always results in settlement

26. • Problem solving
• Super co-ordinate goals
• Expansion of resources
• Avoidance
• Smoothing
• Compromise
• Authoritative command
• Altering the human variable
• Altering the structural variables

27. Close your eyes – Relax
Wear a Gentle Smile
Go in deeper Relaxation
Deep Breathe
Gently roll up your Eyeballs
Surrender to Subconscious Mind
Handover the problem to subconscious mind
(Now go to sleep – Expectantly)
Visualize Results / Express Gratefulness next morning
(Before opening your eyes)

28. to delegate,
all you need
is
faith
in the other
person ...
And
faith
moves
mountains !

29. When you think positively about yourself, you work
harder at what you want to do - and give up less easily.
You make a better impression on others, which
encourages them to help you.
When you think more positively about your colleagues,
employees, spouse and children, you build stronger and
more productive relationships - leading to greater success
at work and at home.

30. • No Matter what Attitude we adopt, the flow of life
continues but in the moment we do have choice
about the direction in which we lean.
•When we resist the flow, life becomes more difficult.
“ Positive Attitude Means Leaning In The Direction
In Which Life Is Flowing”

31. Building Positive Attitude
•Look for goodness in people
•Build a positive Self Esteem
•Avoid Negative Influences
•Work on Continuous Self
Development

32. Attitude
Activator
Personality
Attitude In
Action
Result
• Anticipation
• Expectation
• Hope
• Confidence
• Faith
• Patience
• Humility
• Love
• Belief
• Enthusiastic
• Courageous
• Optimistic
• Cheerful
• Sincere
• Warm
• Relaxed
• Success
• Recognition
• Happiness
• Growth
• Admiration
• Friends

33. Attitude
Activator
Personality
Attitude In
Action
Result
• Fear
• Doubt
• Envy
• Anger
• Conceit
• Self Pity
• Suspicion
• Indecision
• Criticism
• Inconsiderate
• Pessimistic
• Weak
• Cold
• Sour
• Irritable
• Worry
• Tension
• Frustration
• Failure
• Sickness
• No Friends

34. “ A young lady was
waiting her flight in
the boarding room of a
big airport.

35. As she
would wait
for many
hours, she
decided to
buy a book
to spend her
time. She
also bought
a packet of
cookies.

36. She sat down on
a airmchair, in
the VIP room of
the airport, to
rest and read in
peace.

37. Beside the
airmchair there
was the packet
of cookies, a
man sat down,
opened his
magazine and
started reading.

38. When she cought the
first cookie, the man
cought one also.
She felt herself
infuriate but didn’t
say anything. She just
thought:
“What a nerve! If I
was in the mood I
would punch his eye
not to forget this
daring!”

39. To each cokkie
she cought, the
man cought one
either.
That was
letting her
infuriated but
she couldn’t

40. When remained
only one cookie,
she thought:
“ah... What this
abused man will
do now?”
Then, the man,
divided the last
cookie in the
middle, giving
her the half.

41. Ah! That was too much!
She was too much angry!
Then, she caught her book, caught her things and
headed to the boarding place.

42. When she sat
down in an
armchair, inside
the plane, she
looked into her
purse to catch her
eyeglasses, and, to
her surprise, her
packet of cookies
was there,
untouched, closed!

43. She felt so
much
ashamed!!
She realized
that she
was the
wrong one...
She had
forgotten
that her
cookies were
kept into
her purse.

44. The man divided
his cookies with
her, wihtout
feeling infuriated,
nervous or mad...

45. ...while she was
been very mad,
thinking that he
was dividing her
cookies with
him.
but there was no
more time to
explain herself...
Nor to
apologizes!”

46. There are 4 things that u can’t recover...

47. The stone...
...after shot!

48. The word... ...
...after pronounced!

49. The occasion...
... after lost!

50. The time...
...after gone!

51. Forgiveness is your Biggest
Asset

52. Coping With Stress

53. ERADICATI

54. 40% NEVER
HAPPEN
30% IN THE PAST
CAN’T-BE-HELPED
12% CONCERNS
OTHERS NONE-OF-YOUR-
BUSINESS
10% IS SICKNESS
REAL- OR- IMAGINARY

55. 8% ARE
THE SITUATIONS
FACED IN THE
PRESENT
WHICH MUST
NEVER BE
IGNORED

56. PROBLEMS
BLESSING
OR
CURSE

57. IT IS INDEED A
COMPLIMENT
ON THE COMPETENCE
GAINED IN THE PAST
FEEL HONOURED

58. OPPORTUNIT
Y
TO DEVELOP
FURTHER
COMPETENCE
FOR THE
FUTURE

59. Manage The Situation
And Stress Stands
ERADICATED

60. Learn To Unlearn
The Stressful Habits
And
Learn To
Develop
On The
Relevant
Ones

61. living
A STRESS-FREE

62. NORMALLY
THE PRACTICE IS TO
UNDERSTAND FIRST
AND THEN
TRY TO ACCEPT
WHICH COULD
WASTE
PRECIOUS TIME
AND OTHER
RESOURCES

63. ACCEPT THE PRESENT LEVEL
FIRST WITH A
THEN DEVELOP
RELEVANT
UNDERSTANDIN
G
AND
PLAN TO
MANAGE

64. Remember
The Best May Not Be
Always Available To You
Whatever You
Have In The
Present
Put Efforts To
Develop That
As The Best
FOR YOU

65. ACCEPT THE PRESENT
AS IT IS
BUT NEVER ACCEPT
THE LINKED
CONSEQUENCES
MUST USE YOUR
JUDGMENT TO
PLAN FUTURE

66. WORRY AND
RESPONSIBILITY
GO IN THE OPPOSITE
DIRECTIONS

67. ENERGY
WORRYWORRY
(Waste)(Waste)
RESPONSIBILITYRESPONSIBILITY
(Investment)(Investment)
20%20% 20%20% 60%60%
50%50% 50%50% NILNIL
MIND CAN’T FUNCTIONMIND CAN’T FUNCTION
100%100% 100%100%
FROM BODY’SFROM BODY’S
RESERVERESERVE
QUOTA OFQUOTA OF
ENERGYENERGY
FEELINGFEELING
[80%][80%]

68. WHEN YOU
WORRY
YOUR ENERGY IS
DIVERTED
TOWARDS
WORRY

69. YOUR WISDOM
SAYS
Do not Waste
Your Precious
Energy
In Worry
Instead
Invest It In
Responsibility

70. DOES
PRACTICE
MAKE A
PERSON
PERFECT?

71. PRACTICE
GENERATES
PERMANENCE
MUST TAKE A
DECISION
PRACTICE

72. USE POSITIVE
WORD
CONCER
N

73. UNDERSTANDING
WORRY
SITUATIONS

74. Max & Max

75. Meet Max
Max is a dog of the finest breeding.
He was rigorously trained to retrieve game at the
slightest nod from his owner.
He is slightly motivate to serve his master’s needs.
Meet Max
Max is talented, amiable, full of energy, and well
educated.
He is anxious to enter the arena of customer service
and make a contribution, and he’s bursting with
innovative ideas.

76. Meet Mr. Harold
Mr. Harold is an average manager of customer
service for New World Imports.
Service is the byword in his department.
He has some untapped ideas about customer service.
Max and Max
Max and Max both have new opportunities – a
chance to learn, a chance to show their stuff.
Each comes to learn about limits, though: stay on the
lawn; get your own job figured out first, then you can
start worrying about mine.

77. • Conflict is a necessary and
healthy part of the life of all
organizations.
• Conflict on the job usually
represents the normal
competitive urge present in
most individuals.
• Conflict on the job is always
the result of personality
clashes.
About Conflict

78. • Conflict is a primary source of stress on the job.
• One of the benefits of conflict on the job is that it
sometimes produces useful change.
• In resolving a conflict, a team leader must determine
whether the cause is :
a) Personality clash
b) The way the work is structured.
Contd…

79. When there is potential for one party to negatively impact
another party:
Supervisor – subordinate relationships
Team members
Customer interactions
Organizational change
Clash of Interest
What is Conflict

80. Communication problems
Ambiguity
Mixed messages
 Verbalize one thing, yet your body
language says another
Structural variables
Goal incompatibility
 Sales department versus credit
department
Dependence issues
 One group (accounting) dependent
upon another (MIS)
Why Conflict

81. Personal factors
Personality clashes
 Type A versus Type B
Value systems
 National culture dimensions
 Different emphasis on quality or quantity
 Different perception and area of interest.
Contd…

82. Causes of Conflict:
• Personality differences
• Value differences
• Differences in Perspectives
• Differences in Goals
• Differences in Departmental
Allegiance
• Ambiguities about responsibilities

83. Poor communication
Seeking power
Dissatisfaction with management style
Weak leadership
Lack of openness
Change in leadership
Beginning of Conflict

84. Body language
Disagreements, regardless of issue
Withholding bad news
Surprises
Strong public statements
Airing disagreements through media
Conflicts in value system
Conflict Indicators

85.  Desire for power
 Increasing lack of respect
 Open disagreement
 Lack of candor on budget problems or other sensitive issues
 Lack of clear goals
 No discussion of progress, failure relative to goals, failure to
evaluate the superintendent fairly, thoroughly or at all.
Contd…

86. Constructive Conflict
Results in clarification of important problems
and issues.
Results in solutions to problems.
Causes authentic communication.
Helps release emotion, anxiety, and stress.
Builds cooperation among people through
learning more about each other.
Helps individuals develop understanding and
skills.
Helps people "be real", for example, it
motivates them to participate.
Helps people learn how to recognize and
benefit from their differences.

87. Destructive Conflict
Takes attention away from other important
activities.
Undermines morale or self-concept.
Polarizes people and groups, reducing
cooperation.
Increases or sharpens difference.
Leads to irresponsible and harmful behavior,
such as fighting, name-calling.
Hampers productivity.
Lowers morale.
Causes more and continued conflicts.
Causes inappropriate behaviors.

88. Types of Conflict

89. The Conflict Process

90. Managing conflict
Encouraging Functional Conflicts
Encourage dissent by asking tough questions.
Bring people with different points of view.
Designate someone to be a devil’s advocate.
Ask the team to consider an unthinkable alternatives.

91. Functional Conflict
Functional Conflict
Conflict that supports the goals of the group and
improves performance
 “When two people in business always agree, one of them is unnecessary”
 “You put a lot of smart people in a room and listen to them duke it out,
and the best idea will pop out”
Task conflict
 Conflicts over content and goals of work
 Low to moderate level is functional
 Stimulates discussion and ideas

92. Dysfunctional Conflict
Conflict that hinders performance
Relationship conflict
Stems from interpersonal relationships
Personality clashes, value differences
Results in hostility & friction
Decreases mutual understanding and makes task completion
more difficult

93. Managing Dysfunctional
conflict
Managing Dysfunctional Conflicts
Mediates the conflicts
Arbitrate the conflicts.
Control the conflicts.
Accept the conflicts.
Eliminate the conflicts.

94. Collaborating: win/win
Compromising: win
some/lose some
Accommodating:
lose/win
Competing:
win/lose
Avoiding: no
winners/no losers
5 Conflict Management
Strategies

95. Win – Win Negotiation
Ask from yourself.
Do you feel that someone is continually taking advantage of
you?
Do you seem to have fight aggressively with other to win the
resources you need?
Do you struggle to get what you want from people whose help
you need but over whom you have little direct authority?
If so you need to brush up your win-win negotiation skills.

96. The aim of win-win situation is to find a solution
that is acceptable to both parties and leaves both
parties feeling that they have won.
Effective negotiation skills helps you to resolve
where what you want conflicts with what
someone else wants.
Win – Win Negotiation

97. Inputs for a Successful Negotiation
Depending on the scale of disagreement one should think through the
following points before starting the negotiation:
Goal for negotiation
Trades one has for negotiation:
- What do you and the other person have that you can trade?
- What are you each comfortable giving away?
Alternatives for negotiation if the other person do not reach to the
agreement:
- Does failure to each an agreement cut you out of future opportunities?
Relationship with the other person:
- Will there be any hidden issues that may influence the negotiation? How
will
you handle these?

98. Inputs for a Successful Negotiation
Expected outcomes from negotiation and action plan for the same:
- What has the outcome in the past and what precedents have been set?
Expected consequences after winning or loosing the negotiation
for both the parties.
Who is Powerful negotiator and what powers he has?
- Who controls the resources?
- Who stands to loose the most if agreement isn’t reached?
Possible Solutions:
- What possible compromises might there be?

99. Resolving Team Conflict• Conflict is an emotional disturbance or disagreement

100. Six Steps to Manage Team Conflict
 Clarify and identify the cause of
conflict
 Determine the common goal
 Determine options
 Determine and remove the barriers
 Determine solution that everyone
can accept
 Acknowledge solution: win-win
solution

101. Conflict Resolution
Super-ordinate goals
Overarching, shared goal that cannot be attained without
cooperation of each of the conflicting parties
Altering structural variables
Changing the organizational chart
 Reporting relationships
Create joint-task forces
 Gain appreciation of each others (groups) constraints and
needs
Altering individuals
Human relations training
Transfers

102. Conflict Resolution
Mediation
Neutral third party attempts to find mutually beneficial trade-offs,
suggests alternatives, & serves as a sounding board for the
conflicting parties
 Growing area of legal practices
 60% of cases in mediation reach settlement
Arbitration
Neutral third party can dictate an agreement
 Allows parties to avoid the high-costs of going to trial
 Always results in settlement

103. • Problem solving
• Super co-ordinate goals
• Expansion of resources
• Avoidance
• Smoothing
• Compromise
• Authoritative command
• Altering the human variable
• Altering the structural variables

104. Meditation
Close your eyes – Relax
Wear a Gentle Smile
Go in deeper Relaxation
Deep Breathe
Gently roll up your Eyeballs
Surrender to Subconscious Mind
Handover the problem to subconscious mind
(Now go to sleep – Expectantly)
Visualize Results / Express Gratefulness next morning
(Before opening your eyes)

105. to delegate,
all you need
is
faith
in the other
person ...
And
faith
moves
mountains !
Delegation

106. If We Handle Life Situations
Well, the Conflict can be
better Managed

107. Worry As Cause Of ConflictWorry As Cause Of Conflict
Worryingforsituationswhich neverhappens. 40%
Worryingforsituationswhich hashappened in thepast 30%
Worryingforsituationswhich concerns others. 12%
Worryingforillness which mayberealorimaginary 10%
Situations which needs attention,Competenceand Opportunityto
prove.weshould not beworried but should beconcerned.
8%
Onecan avoid conflict ifweunderstand theabovelifesituations.

108. We listen &
Find Solutions
EGO
SELF
Remain at Base Level
Accept Authority of Other
EGO
OTHER PERSON
Ego Cause Of Conflict-Ego Cause Of Conflict- MindMind
BlockageBlockage
We hear & don’t Listen

109. TENSION
CONFLICT
FRUSTRATION
HELPLESSNESS
INSULT
ANGER
DEPRESSION
STRESS
Conflict A Silent KillerConflict A Silent Killer
AGRESSION

110. Forgiveness is your Biggest
Asset