This document provides an overview of conflict and conflict resolution. It defines conflict as differences in opinions, interests, or perceptions between two or more parties. It discusses traditional, human relations, and interactionist views of conflict. Conflict can be functional and promote performance or dysfunctional and hinder performance. The document outlines the stages of conflict (latent, perceived, felt, manifest) and levels (individual, group, organizational). It discusses strategies for resolving intra-group and inter-group conflict such as problem-solving, organization redesign, and appealing to superordinate goals. The document emphasizes the importance of managing conflict to achieve optimal organizational performance.

1. CONFILCT AND CONFLICT RESOLUTION
Presented by:
N.N.V. Krishna Kanth
I MBA
ALIET

2. Agenda
• Introduction to Conflict
• Definition of Conflict
• Nature of Conflict
• Views on Conflict
• Types of Conflict
• Aspects of Conflict
• Relationship b/w org. performance and conflict
• Postivie and Negative Conflict
• Process of Conflict
• Levels of Conflict
• Conflict Resolution in Groups and different problem
solving strategies.

3. 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.

4. Definition of Conflict
• According to Follett, “ Conflict is the appearance of
difference , difference of opinions, of interests.”
• According to Louis R. Pondy, ‘Conflict’ is:
(i) Antecedent conditions, for example: Scarcity of
resources, policy differences among individuals, etc.,
(ii) Effective states of the individuals involved, for
example: stress, tension, hostility, anxiety, etc.,
(iii) Cognitive states of individuals, i.e., their perception of
awareness of conflict situations.
(iv) Changed behavior ranging from passive resistance to
overt aggression.

5. • 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.

6. 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.

7. Who do we come into conflict with?

8. 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 such terms as violence, destruction.
• Human Relations view: The human relations position argued that
conflict was a natural occurrence in all groups and organizations.
Since conflict was inevitable(which cannot be avoided) it is accepted
and there are even times when conflict may benefit a group’s
performance.
• Interactionist View( Modern View): 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.

9. Traditional View Current View
1. Conflict is avoidable. 1. Conflict is inevitable.
2. Conflict is caused by management 2. Conflict arises from many causes,
error in designing organizations or by including organizational structure,
trouble makers. unavoidable differences in goals,
differences in perceptions and values
of specialized personnel and so on.
3. Conflict disrupts the organization 3. Conflict contributes and detracts from
and prevents optimal performance. organizational performance in varying
degrees.
4. The task of the management is to 4. The task of the management is to manage
eliminate conflict. the level of conflict and its resolution
for optimal organizational performance.
5. Optimal organizational performance 5. Optimal organizational performance requires
the removal of conflict. Requires a moderate level of conflict.
Views on conflict

10. Types of conflict
• Functional – support the goals of the group and improves
its performance.
• Dysfunctional – conflict that hinders group performance.
• The functional conflicts can be differentiated from the
dysfunctional conflicts on the basis of the following three
attributes:
(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.

11. Aspects of Conflict
Functional Aspects:
• Stimulant for change
• Creativity and Innovation
• Group Cohesion
• Avoidance of Tension
• Identification of
Weakness
• Challenge
Dysfunctional Aspects:
• Resignation of Personnel
• Tensions
• Dissatisfaction
• Creation of Distrust
• Goal Displacement
• Weakening of
Organization

12. Relation between Organisational
Performance and Conflict

13. Positive Negative
• Increased involvement • Unresolved anger
• Increased cohesion • Personality clashes
• Innovation and creativity • Less self-esteem
• Personal growth and change • Inefficiency
• Clarification of key issues • Diversion of energy from work
• Organizational vibrancy • Psychological well being threatened
• Individual and group identities • Wastage of resources
• Negative climate
• Group cohesion disrupted.
Positives and Negatives of Conflict

14. Process of Conflict
Latent Conflict
Perceived Conflict
Felt Conflict
Manifest Conflict
Functional
Conflict
Dysfunctional
Conflict

15. • Latent Conflict (Stage 1): When two or more parties need each
other to achieve desired objectives, there is potential for
conflict. Latent Conflict often arises when change occurs.
Conflict is likely to be caused by a budget cutback, a change in
organizational direction, a change in personal goals or the
assignment of a new project to an already overloaded team.
• Perceived Conflict (Stage 2): This is the stage at which
members become aware of a problem. Incompatibility of
needs is perceived and tension begins as the parties being to
worry about what will happen. But no party feels that it is
being overly threatened.
• Felt Conflict (Stage 3): At this stage parties become
emotionally involved and begin to focus on differences of
opinion and opposing interests. Internal tensions and
frustration being to crystallize, and people begin to build and
emotional commitment to their position.

16. • Manifest Conflict (Stage 4): At this stage parties
engage in actions that help to achieve their own
objectives and ruin those of others. Conflict
behaviors vary from the subtle, indirect and highly
controlled forms of interface to direct, aggressive,
violent and uncontrolled struggle. At the
organisational level strikes or lock-outs are the
result.
• Conflict Outcome (Stage 5): The conflict finally
results in an outcome which may be functional or
dysfunctional. If handled well, the result is
functional conflict. If mishandled, the consequences
are dysfunctional conflict.

17. 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

18. • 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.
• Intra Group Conflict (With in 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. The way the two sons of
the late Dhirubhai Ambani are fighting on ownership and
control of Reliance Industries is a typical example.

19. • Inter group Conflicts (Between groups): Inter group
conflict arises out of the interaction of various groups.
Inter group conflict is also called organisational conflict,
refers to the conflict between groups, departments, or
sections in an organisation. Conflict between groups is
frequent and highly visible.
• Intra Organisational 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

20. • Inter Organisational 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.

22. Conflict Resolution in Groups
• Resolving Intra-Group Conflict : Conflict with in a
family can be resolved if the members recognize
and respect roles of family members. All the
members need to realise that dived they stand,
united they fall. Probably a family friend may
intervene to resolve the dispute if the members
fail to resolve the conflict themselves. This is
what happened in Bajaj family. Sharad Pawar
mediated to bring about a truce(An agreement
between enemies or opponents to stop fighting
or arguing for a certain time) in the troubled
family.

23. • Resolving Inter-Group Conflict: The approaches
that are available for resolving inter-group
conflict are as follows.
a. Problem-Solving
b. Avoidance
c. Smoothen
d. Compromise
e. Expansion of Resources
f. Organization Redesign
g. Superordinate goals

24. • Problem-solving: Problem-solving is considered to be the
most effective approach available as it emphasizes the
attainment of the common interests of both conflicting
parties. In Problem-solving strategy, attempts are made to
find a solution that integrates the needs of both parties. The
two parties work together both to define the problem and to
identify mutually satisfactory solutions.
• Organization Redesign: Changing organizational structure is
another approach for resolving conflict, particularly when
the sources of conflict come from the coordination of work
among different departments or divisions. One way of
redesigning organizations is to reduce task interdependence
between groups and give each group clear responsibilities.
Another way is to transfer or exchange of members of
conflicting groups. An appeal system may also be developed
to eliminate the arbitrary use of power.

25. • Superordinate Goals: Appealing to superordinate goals is another
way of resolving conflict. The superordinate goal is a common
goal of both conflicting parties and combined efforts of both
parties will be needed to realize the goal. For example: Survival of
the organization can be a superordinate goal. Creating an
awareness that the organization’s survival will be jeopardized
[Put(someone or something) into a situation in which there is a
danger of loss, harm, or failure.] if conflicting groups do not work
in union and can have a salutary(Producing good effects) effect on
disputing parties.
• Expansion of Resources: To the extent that scarce resources cause
conflict, removing their scarcity will help resolve conflict. If
upgradation of one’s position has caused ripples elsewhere, some
more jobs might be similarly upgraded. If increased budget
allocation to one department has caused heart burn to the
members of rival department, the rival division’s allocation can
also be correspondingly increased, and so on.

26. • Smoothen: The process of playing down the
differences between individuals or groups and
highlighting their common interests is called
smoothening. Finding and emphasizing similarities
between conflicting parties, while playing down
differences, can eventually lead the parties to realize
that the two are not as far apart as was first
believed. With shared viewpoints on some issue, the
ability to work towards a smoothen can help reduce
the intensity of the conflict and avoid an escalation
of open hostility. However, smoothen is
recommended as a stop gap measure to let people
cool down and regain perspective.

27. Key points to remember
• Be a model of calm and control
• Don't give in to emotional outbursts
• Don't assume people are being difficult intentionally
• Find a quiet place in to resolve conflicts....privately
Set some ground rules for the discussion:
• No raising of voices
• This is not a debate
• Speak only for yourself..."I" phrases
• Confront the issues, not the people
• Maintain or enhance self-esteem

29. References
• 9th Revised Edition
Organisational Behaviour
K. Aswathappa
Himalaya Publishing House.
• www.forbes.com