This document discusses conflict management. It defines conflict and describes its antecedents, episodes, and aftermath. It discusses forms of conflict including task, process, and relationship conflict. Causes and consequences of conflict are explained. Different conflict management styles like competing, collaborating, compromising, avoiding, and accommodating are outlined. The importance of self-awareness, awareness of team dynamics through stages of group development, and taking appropriate action are emphasized for effective conflict management.

1. CONFLICT MANAGEMENT
By: Marlon Manalo

2. CONFLICT
Two or more interdependent parties who perceive incompatible goals, scarce resources,
and interference from others in achieving that goal (Hocker & Wilmot, 1995)
Competition between interdependent parties who perceive that they have inco
mpatible needs, goals,desires, or ideas (Van Slyke, 1999)
Burton says that conflict stems from unsatisfied human needs.
In conflict, people represent their interests, but not their underlyi
ng needs; however, they will use power and coercion to meet th
ose needs.

3. Refers to the opposition of persons or
forces giving rise to some tension, or
to disagreement between two or more
parties who are interdependent
(Shin, 2005)
Occurs when people, groups,
or organizations disagree over
significant issues.
An opportunity
to understand
opposing prefe
rences and valu
es.
CONFLICT

5. Latent Conflict
Manifest Conflict
Conflict Aftermath
Conflict Episodes
Antecedents of conflict behavior that can start conflict episode
Observable conflict behavior
-End of a conflict episode
-Often the starting point of a related episode
-Becomes the latent conflict for another episode

6. 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.

7. Causes of Conflict:
Causes of
Conflict
Conflicting
Perceptions
Conflicting
Styles
Conflicting
Resources
Conflicting
Roles
Conflicting
Pressures
Conflicting
Goals
Personal
Values
Unpredicta
ble Policies
Art Bell and Brett Hart commo
n conflict in the workplace

8. Causes of Conflict:
Causes
of
Conflict
Aims Ideas
AttitudesBehavior

9. Why conflic
t arises?
Incivility
Workplace
Bullies
Personality
Clashes
Poor Relation-
ship Skills
Management
Style
Trouble Dealing
with Change
Lack of Comm-
unication
Performance
Issues
Competition
Line vs. Staff
Differentiation
Competing
Work and Family
Demands
Interest

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

12. Organizational Conflict
The discord that arises when goals,
interests or values of different individuals
or groups are incompatible and those
people block or thwart
each other’s efforts to achieve their objectives.

13. Conflict- Performance Level

14. Types of
Organizational
Conflict
Interpersonal Conflict
Between individuals base
d on differing goals or
values.
Intragroup Conflict
Occurs within a group
or team.
Intergroup Conflict
occurs between 2 or
more teams or groups
.
Managers play a key role
in resolution of this conflict
Intraorganizational
Conflict
Occurs across
organizations.
Managers in one firm may feel
another is not behaving ethically
.

15. CONFLICT
Functional
Conflict
-Often called as constructive Conflict
-increases information and ideas
-encourages innovative thinking
-unshackles different point of views
-Reduces Stagnation
Dysfunctional
Conflict
-Tension, anxiety, stress
-Drives out low conflict to
lerant people
-Reduced trust
-Poor decisions because
of withheld or distorted in
formation
-Excessive management
focus on the conflict
Value of Conflict

19. It is defined as “the opportunity to improve situations and strengthen
relationships (BCS, 2004).
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 a
ims to enhance learning and group outcomes (Rahim).

21. Competing
Competing is assertive and uncooperative, a power-oriented mode. Whe
n competing, an individual pursues his or her own concerns at the other
person’s expense, using whatever power seems appropriate to win his or
her position. Competing might mean standing up for your rights, defendi
ng a position you believe is correct, or simply trying to win.
Collaborating
Collaborating is both assertive and cooperative. When collaborating, an indivi
dual attempts to work with the other person to find a solution that fully satisfi
es the concerns of both. It involves digging into an issue to identify the underl
ying concerns of the two individuals and to find an alternative that meets both
sets of concerns. Collaborating between two persons might take the form of e
xploring a disagreement to learn from each other’s insights, resolving some co
ndition that would otherwise have them competing for resources, or confronti
ng and trying to find a creative solution to an interpersonal problem.

22. Compromising
Avoiding
Compromising is intermediate in both assertiveness and cooperativeness. When comprom
ising, an individual has the objective of finding an expedient, mutually acceptable solution
that partially satisfies both parties. Compromising falls on a middle ground between co
mpeting and accommodating, giving up more than competing but less than accommodati
ng. Likewise, it addresses an issue more directly than avoiding but doesn’t explore it in
as much depth as collaborating. Compromising might mean splitting the difference, excha
nging concessions, or seeking a quick middle-ground position.
Avoiding is unassertive and uncooperative. When avoiding, an individual
does not immediately pursue his or her own concerns or those of the ot
her person. He or she does not address the conflict. Avoiding might tak
e the form of diplomatically sidestepping an issue, postponing an issue u
ntil a better time, or simply withdrawing from a threatening situation.

23. Accommodating
Accommodating is unassertive and cooperative—the opposite of competi
ng. When accommodating, an individual neglects his or her own concerns
to
satisfy the concerns of the other person; there is an element of
self-sacrifice in this mode. Accommodating might take the form of selfless
generosity or charity, obeying another person’s order when you would
prefer not to, or yielding to another’s point of view.

24. Three aspects to conflict management:
Awareness of the self
Awareness of Team Dynamics
Taking Actions

25. Awareness of the Self (S)
Awareness of the self is important in conflict management. As a manager, your be
havior in the workplace (as a professional) and toward your team (as a person with integrity)
will be a key defining factor with regard to how much individual team members trust and res
pect you. A manager who has the trust and respect of the team members will find it easier to
get various members to understand the situation from others' standpoints. They would then
be more willing to compromise or adhere to a proposed solution.
The Johari Window, a model created by Joseph Luft and Harry Ingham in 1955, ca
n be used to inform self-awareness and the individual's relationship with other team member
s, which hinges on mutual understanding. The aim is to develop the 'open area' (i.e., informat
ion known by the individual and by the group) (Chapman)

26. Johari’s Window Mode

27. Awareness of Team Dynamics (T)
Four stages of group development:
Forming
Each team member desires to be accepted by others and will tend to agree readily to
avoid conflict. Although the manager of such a team almost has no issue with conflict, it is impor
tant for him/ her to be mindful of creating a firm foundation for the team in this stage. The ma
nager should facilitate team members to get to know one another, develop mutual trust and esta
blish positive relationships. It is crucial for the manager to establish and communicate exp
ectations, and assist the team to identify similarities and agree on common goals.
Storming
In this stage, team members open up to one another and confront differences in opini
ons. In expressing such differences, team members would develop skills in communication, which
sets the foundation for good team dynamics. As team members seek to resolve these differences,
it is important for the manager to be directive in guiding the decision-making in a professional m
anner.

28. Norming
In this third stage, the team has come to a consensus and arrived at a common
agreement on roles and processes for problem solving. Some team members might have to
compromise on their own opinion to ensure the success of the team's goals. The manager ca
n encourage this by recognizing and celebrating the progress of the team.
Performing
In this stage, team members are interdependent, competent, motivated, able to work c
ollaboratively and handle conflicts and decision-making without supervision. Managers of suc
h teams can switch to a participative role as the team is autonomous and capable of making
decisions.

29. Taking Action (A)
When dealing with conflict within the team, it is best to intervene as soon as the tea
m exhibits signs of distress and inability to resolve differences. Thereafter, follow-u
p action will be required to ensure all members of the team are on the same page an
d aware of the entire situation. All action taken should also be in line with compan
y policy, and clearly communicated so that the entire process is transparent, an
d no member feels that he or she is unfairly treated.

30. Confrontation and Problem Solving
Confront, Contain, and Connect for Anger
Assure privacy
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

31. 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

32. Be Objective
– Analyze and separate content and personal issues
– Planning stage for strategic communication
Be Aware of Preferred Style of Conflict Resolution
– Plan, Recognize, Contain, and Cope
Distinguish Symptoms from Causes
– Symptoms let us know a conflict is present
– Causes of conflict are issues underlying the symptoms
Identify Success of Methods already Implemented
– Ignore problems
– Persuasion
– Compromise
Be Sensitive to Different Approaches and Views of Conflict based on Gender and Cultural Di
versity