The document discusses the concept of conflict, defining it as the perception of differences in opinions, interests, or goals that negatively affect something a party cares about. It notes conflict is natural and can be functional or dysfunctional. The document outlines various views on conflict and describes the stages of conflict from potential incompatibility to outcomes. It also discusses types of conflict at the individual, group, and organizational levels and methods for managing conflict, including resolution techniques like problem solving, compromise, and altering human or structural variables.

1. Presented by,
Athira S
Athulya
S.P
Vinson A.
CONFLICTVINSON A MENDEZ, SME, KUFOS 1

2. INTRODUCTION
• The concept of conflict , being an outcome of behaviors, is an
integral part of human life.Where ever there is interaction, there is
conflict.
• Conflict can be considered as an expression of
hostility(unfriendliness or opposition), negative attitudes,
antagonism, aggression, rivalry and misunderstanding.
VINSON A MENDEZ, SME, KUFOS 2

3. DEFINITION
• According to Follett, “ Conflict is the appearance
of difference , difference of opinions, of
interests.”
• It is a process that begins when one party
perceives that another party has negatively
affected, or is about to negatively affect
something that the first party cares about.
• Conflict is a psychological state of mind when
people are in a dilemma whether to do or not to
do a thing, is a state of conflict.
VINSON A MENDEZ, SME, KUFOS 3

4. NATURE OF CONFLICT
• Conflict occurs when individuals are not able to
choose among the available alternative courses of
action.
• Conflict between two individuals implies that they
have conflicting perception, values and goals.
• Conflict is a dynamic process as it indicates a series of
events.
• Conflict must be perceived by the parties to it. If no
one is aware of a conflict, then it is generally agree
that no conflict exists.
VINSON A MENDEZ, SME, KUFOS 4

5. VIEWS ON CONFLICT
• Traditional view:The early approach to conflict assumed that all
conflict was bad. Conflict was viewed negatively, and it was used
synonymously with terms such as violence and destruction.
• Human Relations view:The human relations position argued that
conflict was a natural occurrence in all groups and organizations.
Since conflict was inevitable it is accepted and there are even times
when conflict may benefit a group’s performance.
• InteractionistView( ModernView):This view is based on the belief
that conflict is not only a positive force in a group but is also
necessary for a group to perform effectively. This approach
encourages group leaders to maintain an ongoing minimum level of
conflict – enough to keep the group viable, self-critical and creative.VINSON A MENDEZ, SME, KUFOS 5

6. FORMS ANDTYPES OF
CONFLICT• Functional – support the goals of the group and improves its
performance.
• Dysfunctional – conflict that hinders group performance.
• Functional conflict differentiates from dysfunctional conflict on the
basis of types of conflict;
(i) Task Conflict: Related to content and goals of the work.
(ii) Relationship Conflict: Focuses on interpersonal relationships.
(iii) Process Conflict: Process conflict relates to how the work gets
done.
VINSON A MENDEZ, SME, KUFOS 6

7. RELATION BETWEEN ORGANISATIONAL
PERFORMANCEAND CONFLICT
VINSON A MENDEZ, SME, KUFOS 7

8. When it really gets bad…
• In 1994, 18 million cases were filed in US courts at
a cost of $300 billion
• 20% of Fortune 500 executives’ time is spent on
conflict related activities
• The amount of managerial time spent dealing
with conflict was 30% in 1976 and 42% in 1996
VINSON A MENDEZ, SME, KUFOS 8

9. PROCESS OF CONFLICT
Stage1 Stage2 Stage3 Stage4
Stage5
Potential opposition Cognition and Intentions Behaviour
Outcomes
or incompatibility personalisation
Antecedent conditions
• Communication
• Structure
• Personal variables
Perceived
conflict
Felt
conflict
Conflict-handling
intentions
• Competing
• Collaborating
• Avoiding
• accommodating
Overt conflict
• Party’s
behaviour
• Other’s
reaction
Increased
group
performance
Decreased
group
performance
VINSON A MENDEZ, SME, KUFOS 9

10. STAGE 1: INCOMPATIBILITY
• Communication: the potential for conflict increases when either too
little or too much communication takes place. Jargon, insufficient
exchange of information, and noise are potential antecedent
conditions to conflict.
• Structure: size and specialization act as forces to stimulate conflict.
The larger the group and more specialized its activities, the greater
the chance of conflict.
• PersonalVariables: personality, emotions, and values of individuals
are potential force for conflict.
If these conditions negatively affect something that one party cares
about, then the potential for opposition or incompatibility becomes
actualized in the second stage.VINSON A MENDEZ, SME, KUFOS 10

11. STAGE 2: COGNITION AND
PERSONALIZATION• 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 that creates
anxiety, tenseness, frustration, or hostility.
VINSON A MENDEZ, SME, KUFOS 11

12. STAGE 3: INTENTIONS
Decisions to act in a given way. Intervene between people’s
perceptions and emotions and their overt behaviour.
• 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.
• Avoiding: the desire 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.
• Compromising: a situation in which each party to a conflict is willing
to give up something.
VINSON A MENDEZ, SME, KUFOS 12

13. Competin
g
Avoiding
Compromis
ing
Collaborat
ing
Accommoda
ting
a
s
s
e
r
t
i
v
e
n
e
s
s
Asserti
ve
Unasserti
ve
Cooperativene
ss
Uncooperati
ve
Cooperati
ve
VINSON A MENDEZ, SME, KUFOS 13

14. STAGE 4: BEHAVIOUR
• At this stage conflict become visible. Stage includes statements ,
actions and reactions made by the conflicting parties.
• Visualising of conflict behaviour
Annihilatory conflict
No conflict
Aggressive physical attacks
Overt efforts to destroy
the other party
Overt questioning or
challenging others
Threats and ultimatums
Minor disagreements or
misunderstandings
Assertive verbal attacks
VINSON A MENDEZ, SME, KUFOS 14

15. STAGE 5: OUTCOMES
The action-reaction interplay between the conflicting parties result in
consequences.
• Functional outcomes: result in improvement in the group’s
performance. Conflict is constructive when it improves the quality of
decisions, stimulates creativity and innovation, encourages interest
and curiosity among group members, tension released and fosters an
environment of self-evaluation and change.
• Dysfunctional outcomes: result in destructive consequences.
Retarding communication, reduction in group cohesiveness and
subordination of group goals to the primacy of infighting among
members.
VINSON A MENDEZ, SME, KUFOS 15

16. Levels of Conflict
Individual level
Conflict
Group level
Conflict
Organisational level
Conflict
Intra
Individual
Conflict
Inter
Individual
Conflict
Inter
Group
Conflict
Intra
Group
Conflict
Inter
Organizational
conflict
Intra
Organizational
Conflict
VINSON A MENDEZ, SME, KUFOS 16

17. INDIVIDUAL LEVEL CONFLICT
• Intra Individual Conflict:These conflicts arise
within a person and are of psychological nature.
These conflicts are generally related to the goals a
person wants to achieve or roles in the manner he
wants to achieve.
• Inter individual Conflict: Inter personal conflict
arise between two individuals having competition
for achieving scarce things, such as status, power,
position, promotion or resources.
VINSON A MENDEZ, SME, KUFOS 17

18. GROUP LEVEL CONFLICT
• Intra Group Conflict (Within the group): Intra group conflict refers to disputes
among some or all of a group’s members, which often affect the group’s
performance. Family run business can be especially prone to severe intra-group
and other types of conflicts.These conflicts typically become more intense when
an owner-founder approaches retirement, actually retires or dies.
• Inter group Conflicts (Between groups): Inter group conflict arises out of the
interaction of various groups. Inter group conflict is also called organizational
conflict, refers to the conflict between groups, departments, or sections in an
organisation. Conflict between groups is frequent and highly visible.
VINSON A MENDEZ, SME, KUFOS 18

19. ORGANIZATIONAL LEVEL
CONFLICT
• Inter Organizational Conflict: Inter organizational interaction results in conflict
among different organizations. How ever, it is not necessary that such
interaction may result in conflict.
Inter Organizational Conflict may include:
i. Conflict between organizations pursuing similar objectives.
ii. Conflict between government agency and organization.
iii. Conflict between head office and a manufacturing unit.
While the last one is regularized by organizational rules and procedures, the other
types of conflicts are regulated by State laws, administrative agencies, courts,
and regulatory commissions.
VINSON A MENDEZ, SME, KUFOS 19

20. ORGANIZATIONAL LEVEL
CONFLICT cont……
• Intra Organizational Conflict: The conflict
which arises with in various levels and
departments of organisation.Various
kinds are:
I. Horizontal Conflict
II. Vertical Conflict
III. Line and Staff Conflict
VINSON A MENDEZ, SME, KUFOS 20

21. CONFLICT MANAGEMENT
• The use resolution and stimulation techniques to achieve desired
level of conflict.
Resolution techniques
 Problem solving: face to face meeting of the conflicting parties.
Resolving through open discussion.
 Superordinate goals: creating a shared goal. Need cooperation of
both parties.
 Expansion of resources: conflict created by scarcity of a resource
expansion can create win-win solution.
 Avoidance: withdrawal from suppression of the conflict.
VINSON A MENDEZ, SME, KUFOS 21

22. CONFLICT MANAGEMENT
cont….
 Smoothing: playing down differences while emphasising common
interest between conflicting parties.
 Compromise: each party to the conflict gives up something of value.
 Authoritative command: management uses its formal authority to
resolve the conflict and then communicates its desires to the parties
involved.
 Altering the human variables: using behavioural techniques such as
human relations training to alter attitudes and behaviours that cause
conflict.
 Altering the structural variables: changing the formal organisation
structure and interaction patterns of conflicting parties through job
redesign, transfers, creation of coordinating positions, and the like.
VINSON A MENDEZ, SME, KUFOS 22

23. CONFLICT MANAGEMENT
cont….
Stimulation techniques
 Communication: will give opportunity to talk between the
conflicting parties
 Bringing in outsiders: adding employees to a group whose
backgrounds, values, attitudes or managerial styles differ from those
of present members.
 Restructuring organization: realigning work groups, altering rules
and regulations, increasing independence, and making similar
structural changes to disrupt status quo.
 Appointing a devil’s advocate: designating a critic to purposely
argue against the majority positions held by the group.VINSON A MENDEZ, SME, KUFOS 23

24. TIPS FOR MANAGING CONFLICT
• Avoid feelings or perceptions that imply the
other person is wrong or needs to change.
• Communicate a desire to work together to
explore a problem or seek a solution.
• Exhibit behavior that is spontaneous and
destruction-free.
• Identifies with another team member’s
problems, shares feelings, and accepts the
team member’s reaction.
• Treat other team members with respect and
trust.
• Investigate issues rather than taking sides onVINSON A MENDEZ, SME, KUFOS 24

25. NOW IT’STIME FOR SOME
FUNCTIONAL CONFLICTS
VINSON A MENDEZ, SME, KUFOS 25