Definitions of Conflicts . Forms of Conflict . Causes of Conflict . Conflict at workplace . Organizational Conflict . Function Vs dysfunctional Conflict . Management of conflict . Conflict Management styles .

1. Conflict
Management

2. Agenda
Definitions of Conflicts .
Forms of Conflict .
Causes of Conflict .
Conflict at workplace .
Organizational Conflict .
Function Vs dysfunctional Conflict .
Management of conflict .
Conflict Management styles .

3. Outcomes
Enhances the ability to make better business decision .
Helps to strengthen supervisory relationships.
keeps your teams engaged and openly communicating with each other .
Fosters a better public perception of your organization's brand and reduces
bad word of mouth.
New initiatives are implemented more effectively and with more cohesion .
 Increases organizational productivity.

4. Definitions Of Conflicts
A) 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 .
B) Organizational conflict is an internal misunderstanding or
disagreement that can occur between colleagues or leaders. These
kinds of disagreements can lead to a lack of cohesion and
collaboration in the workplace.

5. Forms of Conflict
■Task Conflict
Conflict regarding the goals and content of the work .
■Process Conflict
Occurs when the parties agree on the goals and content of work, but disagree on how t o
achieve the goals .
■Relationship Conflict
Occurs when the parties have interpersonal issue.
■Legal Conflict
Arise when there are different perceptions between the organizations.

6. Causes of Conflict

7. Conflict at Workplace
Why conflict
arias at
workplace ?
Poor
communication
skills
Management
Styles
Trouble
dealing with
changes
Performance
Issue
Why conflict
arias at
workplace ?
Competition
Personality
Clash

8. Consequences of Conflict
Positive Consequences
■ Increased Creativity .
■ Increased Effort .
■ Increased Diagnostic Information .
■ Increase Group Cohesion .
■ Poor physical and mental health .
■ Wasted resources .
■ Poor performance and side
tracked goals' .
■ Heightened self-interest
Negative Consequences

9. Organizational Conflict
Definitions
The discord that arises when goals , interests or value or different
individuals or group are incompatible , and those people block or
thwart each others efforts to achieve their objectives .

10. Conflict – Performance Level
If conflict is too low, then performance is low.
If conflict is too high, then performance also tends to be low.
The goal is to hold conflict levels in the middle of this range.
While it might seem strange to want a particular
level of conflict, a medium level of task-related
conflict is often viewed as optimal, because it
represents a situation in which a healthy debate
of ideas takes place .

11. Types of Organizational Conflict
Between individuals
based on differing goals
or values
Interpersonal Conflict
Occurs within a group
or team
Intragroup Conflict
Occurs across
organizations
( Manager in one team
, feel another is not
behaving ethically )
Interorganizational
Conflict
Occurs between 2 or
more teams or groups
Intragroup Conflict
( Manager play a key
role in resolution of
this conflict)
Organizational Conflict’s
Types

12. Function Vs Dysfunction Conflict
Functional
Conflict
Integration: “we are in this together”
(problem- oriented).
Cooperation: working together will
leave everyone happy.
Confirmation: using supportive
behavior to tackle the problem
without attacking the person.
Polarization: see the other as
blameworthy.
Opposition: “win-lose attitude”;
hard to find solutions to satisfy
both.
Disconfirmation: using defensive
behavior and attacking the
person; focus is to dominate.
Dysfunctional
Conflict

13. Management of Conflict
It is defined as "the opportunity to Improve situations and strengthen
the relationships .
 It helps to manage the conflict inside the organization.
 Is the practice of being able to identify and handle conflicts sensibly, fairly, and
efficiently. Since conflicts in a business are a natural part of the workplace, it is
important that there are people who understand conflicts and know how to resolve
them .
 Conflict management seeks to limit the negative aspects and increase the positive
aspects of conflict by implementing certain strategies. It aims to enhance learning
and group outcomes .

14. Conflict Management styles

15. Conflict Management styles
Accommodating :
 An accommodating conflict management style is used when you set
aside your own wants or needs and focus on those of others. You
leave your own concerns behind and accommodate for those of
someone else.
 This style can often be seen as weak, but this is not the case. A big
part of conflict management is realizing when elongating the
resolution process will only make things worse.

16. Conflict Management styles
Avoiding :
 An avoiding conflict management style ignores the situation
altogether. Either one or both people involved in the conflict steer
clear of it.
 While pressing conflicts should be immediately addressed, others
aren’t worth the trouble and will eventually fizzle out, leaving no
major impact on either party involved.

17. Conflict Management styles
Compromising :
 A compromising conflict management style tries to find a way to
partially satisfy people on both sides of the argument. Adjustments
are made on both ends to resolve the conflict at hand.
 While both parties will not be fully pleased with the result,
sometimes a compromise is your best bet.

18. Conflict Management styles
Competing :
 A competing style is for all you headstrong folks. With this approach,
you take a firm stance and refuse to budge until you get what you
want. You are unmoved by the perspectives of the other parties
involved in the conflict.
 Personal beliefs, values, and needs aren’t worth compromising on.
Stand strong when fighting for something that means a lot to you.

19. Conflict Management styles
Collaborating :
 A collaborating style includes finding a solution that will completely
appease all involved parties. A win-win situation, if you will.
 A win-win situation is obviously the best case scenario, but it can
sometimes be the hardest to reach. Honest communication with
internal communication software, or in person, is crucial when using a
collaborative conflict management style. All concerns need to be
openly expressed for them to be addressed in the solution.

20. Conflict Management styles
Now that you know what each conflict management style is, it is time to pick one to help
resolve your current conflict. While it might seem obvious, so you must ask yourself
these questions to make sure you make the right decision:
How familiar am I with
this issue?
Is it possible to find a
middle ground here?
What are my current
priorities? Is resolving this
conflict one of them?
Is there a way for both
parties to be completely
satisfied?
Is it possible to see the
other side of this
argument?
This quick analysis will help you better
understand the situation and determine
which conflict management style would be
best in resolving it.

21. Steps to Resolve The Conflict
Empathize than sympathize .
Listen actively .
Maintain equity .
Focus on issue, not on personality .
Avoid blame .
Identify key theme .
Re-state key theme frequently .
Encourage feedback .
Identify alternate solutions .
Give your positive feedback .
Agree on an action plan .

22. Ways to Prevent The Conflict
Frequent meeting of your team .
Allow your team to express openly .
Sharing objectives .
Having a clear and detailed job description .
Distributing task fairly .
Never criticize team members publicly .
Always be fair and just with your team .
Being a role model .