Conflict management & resolution
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The document discusses different types and aspects of conflict. It defines conflict as a mismatch of ideas or perceptions between two or more groups. There are two main types of conflict: functional/constructive conflict and dysfunctional/destructive conflict. Views of conflict have transitioned from seeing it as purely harmful to recognizing that some level of conflict is natural and can even improve group performance when managed properly. The document outlines the conflict process and various factors that can lead to conflict, such as personality differences, resource scarcity, and ambiguity. It also describes five approaches to handling conflict: competing, collaborating, avoiding, accommodating, and compromising.
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Conflict management & resolution
- 1. Meaning of conflict??? Conflict means aggression, protest, opposition, contest………
- 2. Definition of Conflict It is generally mismatch of ideas ,beliefs, values & perception etc. among two or more people or group of people in an organization..
- 3. Types of conflict • Functional conflict: Positive conflict/Constructive conflict • Dysfunctional conflict: Negative conflict/Destructive conflict
- 4. Transitions in conflict • Traditional view:……. The belief that all conflict is harmful and must be avoided. • Human relation view: The belief that conflict is a natural and inevitable outcome in any group.
- 5. Transition in conflict contd…. Interactionist View of Conflict(Current scenario point of view) The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively.
- 7. How does conflict actually occur? Antecedent conditions-1st step Scarcity of resources like machinery, men , material, money etc. Excess dependency/interdependency of groups Misuse of legitimate power Perceptual error like halo error, stereotyping, central tendency etc.
- 8. Issues of conflict contd.. Jurisdictional clarity/ambiguity Member/goal incompatibility Leadership styles (close or participative) Reward systems (win-lose) Different Personality types
- 9. Personality issues- e.g. lazy v/s energetic employee Type “A” Personality Type “B Personality
- 10. Type ”A” Personality • Highly Competitive • Strong Personality • Restless when inactive • Seeks Promotion Punctual • Thrives on deadlines • Maybe jobs at once
- 11. Type “B” Personality • Works methodically • Rarely competitive • Enjoys leisure time • Does not anger easily • Does job well but doesn’t need recognition • Easy-going
- 12. Personalities who cause conflict • Aggressor • Passive • Absentee • Error prone • Negative attitude • Chatterbox • Do nothing
- 13. Perceived Conflict • Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise Felt Conflict • Emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility Stage II: Cognition and Personalization
- 14. Stage III - Intentions Decisions to act in a given way • Cooperativeness: Attempting to satisfy the other party’s concerns. • Assertiveness: Attempting to satisfy one’s own concerns.
- 16. Expected 5 Behaviors from a person in a conflict Competing • A desire to satisfy one’s interests, regardless of the impact on the other party to the conflict. Collaborating • A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties.
- 17. Contd…… Avoiding • The desire to withdraw from or suppress a conflict. Accommodating • The willingness of one party in a conflict to place the opponent’s interests above his or her own.
- 18. Contd…. • Compromising A situation in which each party to a conflict is willing to give up something
- 19. Stage IV -BEHAVIOR • Conflict Management The use of resolution and stimulation techniques to achieve the desired level of conflict.
- 21. Conflict Management Techniques Conflict Resolution Techniques • Problem solving • Superordinate goals • Expansion of resources • Avoidance • Smoothing • Compromise • Authoritative command • Altering the human variable • Altering the structural variables
- 22. Contd…… Conflict Resolution Techniques • Communication • Bringing in outsiders • Restructuring the organization • Appointing a devil’s advocate
- 24. Aids to Communication • Listen Actively • Relax • Observe body language • Develop interest in others interests • Ask for clarification • Plan what you are going to say
- 25. Contd….. • Manage the language used – Neutral vs. loaded words – Reduce technical language – Allow for cultural differences in language – Words may have different meanings for different people…ask them to elaborate
- 26. Stage V: Outcomes • Functional Outcomes from Conflict – Increased group performance – Improved quality of decisions – Stimulation of creativity and innovation – Encouragement of interest and curiosity – Provision of a medium for problem-solving – Creation of an environment for self-evaluation and chang
- 27. Contd…… • Dysfunctional Outcomes from Conflict – Development of discontent – Reduced group effectiveness – Retarded communication – Reduced group cohesiveness – Infighting among group members overcomes group goals
- 28. Accommodating People who accommodate are unassertive and very cooperative. • Give in during a conflict • Acknowledge they made a mistake/decide it was no big deal • Put relationships first, ignore issues, and try to keep peace at any price • Effective when the other person or party has a better plan or solution
- 29. People who avoid conflict are generally unassertive and uncooperative. • Avoid the conflict entirely or delay their response instead of voicing concerns • Can create some space in an emotional environment • Not a good long-term strategy Avoiding
- 30. Collaborating Collaborators are both assertive and cooperative. • Assert own views while also listening to other views and welcoming differences • Seek a “win-win” outcome • Identify underlying concerns of a conflict • Create room for multiple ideas • Requires time and effort from both parties
- 31. Competing People who approach conflict in a competitive way assert themselves and do not cooperate while pursuing their own concerns at another’s expense. • Takes on a “win-lose” approach where one person wins and one person loses • Does not rely on cooperation with the other party to reach outcome • May be appropriate for emergencies when time is important
- 32. Compromising Compromisers are moderately assertive and moderately cooperative. • Try to find fast, mutually acceptable solutions to conflicts that partially satisfy both parties • Results in a “lose-lose” approach • Appropriate temporary solution • Considered an easy way out when you need more time to collaborate to find a better solution
Editor's Notes
- People who collaborate work together make plan to improve a situation or achieve goals of both parties. They attempt to work with others to find solutions that fully satisfy the concerns of both parties. This can be effective for complex scenarios where a novel solution is needed. This can also mean re-framing a challenge to create a more room for everybody’s ideas. The downside is that it requires a high-degree of trust, and reaching a consensus can require a lot of time and effort. It takes work to get everybody on board and to synthesize a variety of potentially conflicting ideas. People using this style often recognize there are tensions in relationships and contrasting viewpoints, but want to work through conflicts.
- To compete, people take a power orientation and use whatever power seems appropriate to win even at the expense of the other party. This may include arguing, pulling rank or instigating sanctions. Competing may mean standing up and defending a position believed to be correct, or simply trying to win. Forcing is another way of viewing competition. People using a forcing style perceive that some people are right and others are wrong. This approach may be appropriate for emergencies when time is of the essence, or when you need quick, decisive action. People should be aware of and support the approach. This is not a good conflict management style for handling normal conflict situations due to the fact that it demands only one person to be completely right and the other completely wrong. This is rarely actually the case. Most of the time both parties need to be open to changing part of their behavior.
- The concept of this being a “lose-lose” situation could be confusing. Basically it means that no one is going to get exactly what they want, but everyone benefits in some way. The trap is to fall into compromising as an easy way out, when collaborating would produce a better solution even though it requires more work. Compromisers give up less than accommodators, but more than competitors. They explore issues more than avoiders, but less than collaborators. Their solutions often involve “splitting the difference” or exchanging concessions. Conflict is mutual difference best resolved by cooperation and compromise. It may be appropriate for scenarios where you need a temporary solution, or where both sides have equally important goals.