Conflict management involves identifying and resolving conflicts using effective communication, problem-solving, and understanding each party's interests. There are different types, sources, and stages of conflict. Conflicts can be handled using various styles such as competing, collaborating, compromising, avoiding, or accommodating. Productive conflict can lead to better solutions and innovation, while unresolved conflict can damage relationships and performance. Effective conflict resolution requires understanding the perspectives of all parties and finding a mutually agreeable solution.

1. BY Mr. SIMUSAMBA
RN, BSc-NRS
TUTOR
SIMS 2021

2. INTRODUCTION
 Conflict management is a systematic process to find a satisfying
outcome between conflicted parties.
 When a person is opposed by another because his needs and goals
are different, he faces conflict.
 Feelings of anger, frustration, hurt, anxiety or fear almost always
accompany conflict.
 Conflict management identifies and handles the conflict using effective
communicating, problem-solving and understanding each person's
interest to negotiate fairly
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3. DEFITION
Conflict can be defined as an expressed struggle
between at least two interdependent parties who
perceive that incompatible goals, scarce resources, or
interference from others are preventing them from
achieving their goals (Wilmot & Hocker, 2001).
Conflict is any personal divergence of interests
between groups or individuals
Conflict is a struggle or contest between people with
opposing needs, ideas, beliefs, values or goals (
Algert and Watson, 2002).
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4. Conflict management:
Is the process of limiting the negative aspects of
conflict while increasing the positive aspect of
conflict to achieve the organizational goal.
Is the process by which disputes are resolved,
where negative results are minimized and positive
results are prioritized for better outcome of
interpersonal relationship.
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5. TYPES OF CONFLICT
i. Intrapersonal Conflicts: Within an individual
ii. Interpersonal Conflicts: Between individuals
iii. Personal Group Conflicts: Between individual
and groups
 iv. Inter-group conflicts: Between groups in the
same organization.
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6. SOURCES OF CONFLICT
 Differences over goals and priorities
 Personalities
 Lack of leadership
 Lack of resources
 Labor/management and supervisor/
 Employee tensions heightened by power differences
 External source
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7. STAGES OF CONFLICT
 Stage 1: Latent stage = Participants not aware of conflict.
 Stage 2: Perceived stage= Participants aware a conflict
exists
 Stage 3: Felt stage= Stress and anxiety
 Stage 4: Manifest stage= conflict is open and can be
observed
 Stage 5: Aftermath stage= outcome of conflict, resolution
or dissolution
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8. HOW TO HUNDLE CONFLICTS (STYLES OF
CONFLIC RESOLUTION)
Different types of conflict handling behaviour
include
1. Competing- has high concern for personal goals
and low concern for relationships.
2. Collaborating- is the search for a mutually
satisfactory solution. It involves high cooperation
and low confrontation.
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9. Styles of conflict resolution cont’’
 3. Compromising- is a mid-way solution, best suited to
situations where the conflicting parties are relatively equal
in power and have mutually independent goals.
 4. Avoiding- is delaying or ignoring the conflict in the
hope that over time the conflict situation will resolve itself.
 5. Accommodating is a search for common ground. It
involves high cooperation and low confrontation.
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10. SIMS 2021

11. STYLES OF CONFLICT RESOLUTION
1. Avoidance/ withdrawing:
 refers to avoiding the conflict so that it cannot be resolved.
The result may be categorized as a lose-lose situation.
Appropriate use of Avoidance
 When facing trivial issues,
 When there is no chance to obtain what one wants or needs,
or when others could resolve the conflict more efficiently and
effectively.
 When people need to "cool down," distance themselves.
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12. 2. Competition; win/lose:
 Competition is a conflict style characteristic of
individuals who are highly assertive about pursuing
their own goals but uncooperative in assisting others to
reach their goals.
Appropriate uses of competing
 When quick, decisive action is necessary
 When important, unpopular action needs to be taken
 When an individual or group is right about issues that
are vital to group welfare
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13. 3. Accommodation; lose/win
 Accommodation is a conflict style that is unassertive but
cooperative.
 Accommodating is a search for common ground. It involves high
cooperation and low confrontation
 An accommodating individual attends very closely to the needs of
others and ignores her or his own needs.
Using this style, individuals confront problems by
deferring to others.
 Accommodation is one way for individuals to move away from
the uncomfortable feelings of struggle that conflict inevitably
produces
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14. Appropriate Uses of Accommodation
 When other people's ideas and solutions appear to be
better or when you have made a mistake
 When you see that accommodating now "builds up some
important credits" for later issues
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15. 4. Compromise/ Negotiate; (win
some/lose some)
Compromise occurs midway between avoidance
and collaboration.
This means that persons using this approach do not
completely ignore confrontations but neither do they
struggle with problems to the fullest degree.
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16. Appropriate uses of compromise
When two powerful sides are committed strongly to
perceive mutually exclusive goals
When temporary solutions to complex issues need
to be implemented
When time pressures people to expedite a
workable solution
When collaborating and competing fail
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17. 5. Collaboration; win/win
Collaboration, the most preferred of the conflict styles,
requires both assertiveness and cooperation.
It involves attending fully to others’ concerns while not
sacrificing or suppressing one’s own concerns.
Although collaboration is the most preferred style, it is
the hardest to achieve.
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18. Appropriate uses for collaboration
When seeking creative, integrative solutions where
both sides' goals and needs are important, thus
developing group commitment and a consensual
decision
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19. OTHER METHODS OR TERMS USED IN
CONFLICT RESOLUTION
 Arbitration: is the procedure in which a dispute is
submitted, by agreement of the parties to one or more
arbitrators who make a binding decision on the dispute.
Arbitration is consensual and the matter can be settled in
court or outside the court.
 Negotiation: is a discussion aimed at reaching an
agreement to settle the differences. It is a process by
which compromise or agreement is reached while
avoiding arguments and disputes
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20. Mediation
Is the process by which a neutral third party called
Mediator helps people in conflict negotiate a
mutually acceptable agreement.
Unlike court or Arbitration, no one is imposes a
solution on a party.
If all of the parties do not agree to the results, the
dispute remains unresolved.
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21. MEASURES OF CONFLIC RESOLUTION IN AN ORGANIZATION
 i. Restructuring the organization. The authority-
responsibility relationships should be clarified when the
structure is changed.
 ii. Rearrangements of tasks and work allocation
 iii. Human resource policies and procedures can be made
more equitable and attention paid to the possibilities of non-
monetary rewards.
 iv. Development of staff interpersonal/group process skills
 v. Bringing in „outsiders‟ to an organization who have
different values and styles.
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22. BENEFITS OF PRODUCTIVE CONFLICT
There are two theories of conflict management.
Traditional theory: Considers people involved in
conflict situations as trouble makers.
Modern theory: Considers conflict as a natural and
inevitable outcome of human interaction. Conflict
situations often lead to the generation of new ideas
and change
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23. Benefits of productive conflict cont’’
Better solutions to problems.
More cooperation among people as they learn more
about one another.
Greater acceptance and understanding of others.
Higher team performance.
Greater innovation and new ideas
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24. Benefits of productive conflict cont’’
Diffuse more serious conflicts
Stimulate search for new facts or solutions
Enhance relationships
Increase cohesiveness
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25. Disadvantages of conflict
 Poor workplace relationship
 Decreased motivation within the organization
 Health issues, such as stress and depression, affecting
attendance and performance
 Poor performance and reduced output
 Increased staff turnover
 Problems in recruiting staff
 Damage to the reputation of the organization
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26. CHAPWA..!!
THANKYOU FOR YOUR ATTENTION
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SIMS 2021