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Conflict management
- 1. Conflict Management in organization Dr Amir Nasir, MPH III
- 2. Overview • Introduction • Causes of conflict • Types of Conflict • Levels of Conflicts in organizations • Theories of management
- 3. Definition • 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. Jones and George (2013) Dictionary definition; disagreement, struggle, fight, incompatibility
- 4. Preconditions & Causes Preconditions •Limited Resources •Attitude •Ambiguous rules •Communication barriers •Authority overlap Causes •Misunderstanding •Personality clashes •Fight for resources •Authority issues •Work methods •Values & goals Key element --- interdependence
- 5. Effects of conflict in organizations Negative effects •Stress /Anxiety •Demotivation •Staff quitting •Non-productivity Positive effects •New ideas •Creativity •Change •Problem Solving
- 6. Types of Conflict • Dysfunctional conflict • Blocks goals Tension, anxiety, stress Reduced trust Poor decisions No information sharing Functional conflict • Moves towards goals • “Constructive” • Increases information • Encourage New ideas • Innovative thinking • Performance
- 7. Levels of Conflict • Intra-organization conflict: within an organization • Inter-organization conflict: Between organizations • Intra-group conflict: within a group • Inter-group conflict: between groups • Interpersonal conflict: Between people • Intrapersonal conflict: within an individual
- 8. Pondy’s Model of Organizational Conflict Stage 1: Latent Conflict Stage 2: Perceived Conflict Stage 3: Felt Conflict Stage 4: Manifest Conflict Stage 5: Conflict Aftermath
- 10. Conflict Table Win-Win Lose-Win Win-Lose Lose-Lose I Win I Lose You Win You Lose
- 11. Theories of Conflict Management • Blake and Mouton’s Conflict Grid • Thomas Kilmann Model • Rahim’s meta model (Dual Concern theory)
- 12. Blake and Mouton’s Conflict Grid 1964
- 13. Thomas & Kilmann model 1976
- 14. Rahim’s meta model 2002 (Dual concern theory)
- 16. Some techniques for conflict resolution • Assure privacy • Empathy • Listen actively • Maintain equity • Focus on issue, not on personality • Avoid blame • Identify problem • Encourage feedback • Alternate solutions • Agree on plan
- 17. Interpersonal Skills • Verbal skills • Non verbal skills • Listening skills • Feedback skills
- 18. Third party negotiations • Mediation • Third party acts as facilitator through suggestion, persuasion. • Arbitration • Third party has the power (authority) to impose an agreement • Conciliation • Third party serves as only a communication link between the disagreeing parties
- 19. Summary Collaboration is the best method for conflict resolution
- 20. Historical example of conflict management, collaboration (win-win outcome) and arbitration • Conflict over installing the stone between four tribes • Muhammad PBUH chosen as arbitrator • Decided to put the stone in a cloth & member of each tribe lifts a corner of a cloth • Peaceful conflict resolution
- 21. Thank You
Editor's Notes
- Pondy views conflict as a dynamic process that consists of five sequential stages. In the first stage, there is no actual conflict. The potential is there, but latent. The stage of perceived conflict begins when one party-individual or group – becomes aware that its goals are being thwarted by the actions of another party. Each party searches for the origins of the conflict and analyzes the events leading to the conflict. The conflict typically escalates in Stage 2. During the felt conflict stage, the parties develop negative feelings about each other. Cooperation declines in this stage. The significance of the disputed issue is likely to be blown out of proportion. In the stage of manifest conflict, one party decides how to react or deal with the party that it sees as the source of the conflict and both parties try to hurt each other and thwart the other’s goals. Manifest conflict can take many forms. These are listed on the next slide. Managers should try to prevent manifest conflict from becoming dysfunctional. If they cannot prevent the breakdown in communication and coordination, the conflict advances to the final stage of conflict aftermath. Every conflict leaves an aftermath that affects the way both parties perceive and respond to future episodes.