Conflict is defined as an expressed struggle between two interdependent parties who perceive incompatible goals, scarce resources, or interference in achieving their goals. Conflicts can originate from differences in beliefs, values, interests, desires, or competition over scarce resources. While conflict can encourage eliminating groupthink and improve group performance with task conflicts, escalating conflicts typically yield negative results. The conflict process involves potential opposition, personalization of conflict, intentions to address it, behaviors taken, and outcomes. Conflict management aims to improve situations and strengthen relationships through proactive and collaborative approaches. Blake and Mouton's conflict grid shows different conflict approaches from avoidance to collaboration. Conflict resolution techniques include problem solving, compromise, altering behaviors or structures.

1. CONFLICT MANAGEMENT

2. Definition
Conflict
is “an
--expressed struggle
--between at least two interdependent
parties
--who perceive incompatible goals, scare
resources, and
--interference from others in achieving
their goals” (Wilmot and Hocker, 1998)
Conflicts exist whenever incompatible
activities occur.

3. Thoughts
Traditional
view
Human relations
view
Interactionist view

4. Sources of Conflict
Conflicts
may originate from a number of
different sources, including:
 Differences in information, beliefs, values,
interests, or desires.
 A scarcity of some resource.
 Rivalries in which one person or group
competes with another.

5. Desirability of Conflict
Conflict
can be desirable.
Conflict helps eliminate or reduce the
likelihood of groupthink.
A moderate level of conflict across tasks
within a group resulted in increased group
performance while conflict among
personalities resulted in lower group
performance

6. Undesirability of Conflict
Conflicts
can be hard to control once
they have begun.
◦ The trend is toward escalation and
polarization.
◦ When conflict escalates to the point of being
out of control, it almost always yields negative
results.

7. Conflict Process
Stage I
Potential opposition
-antecedent conditions
Communication
Structure
Personal variables

8. Stage II
Cognition and personalisation
Perceived conflict
Felt conflict

9. Stage III
Intentions
Competing
Collaborating (win-win solution)
Avoiding
Accommodating (self sacrificing)
Compromising

10. Stage IV
Behaviour
Stage V
-Outcomes
Functional
Dysfunctional

11. Conflict management
Conflict management is defined as “the
opportunity to improve situations and
strengthen relationships” .
–proactive conflict management
–collaborative conflict management

12. Blake and Mouton’s Conflict Grid

13. 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.

14. ◦ 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.

15. Conflict resolution techniques
Problem
solving
Superordinate goals
Expansion of resources
Avoidance
Smoothing
Compromise
Authoritative command
Altering human variables
Altering structural variables