The concept of conflict , being an outcome of behaviors, is an integral part of human life. Where ever there is interaction, there is conflict.

1. CONFLICT RESOLUTION

2. Abdul Hannan
Roll Number (131371)

3. Contents
 Introduction to Conflict
 What is Conflict?
 Nature of Conflict
 Views on conflict
 Types of Conflicts
 Process of Conflict
 Levels of Conflict

4. Introduction to Conflict
 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.

5. What is Conflict?
 A disagreement or argument on a
particular situation
 A struggle or clash between opposing
parties
 A state of opposition between ideas or
interests

6. Ken Follett
 According to Follett,
“ Conflict is the appearance of difference , difference
of opinions, of interests.”
June 5, 1949 (age 67 years),
Cardiff, United Kingdom

7. Louis R. Pondy
 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.

8.  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.

10. 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.

11. 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.
This Means War!

12. Views on conflict (Cont.)
 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.

13. For good ideas and true innovation, you need
human interaction, conflict, argument, debate.
Margaret Heffernan
American - Businesswoman
Born: 1955

14. Views on conflict (Cont.)
 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.

16. 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.

17. 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

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

19.  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.

20.  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.
 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
organizational level strikes or lock-outs are the result.

21.  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.

22. Levels of Conflict
Individual level
Conflict
Group level
Conflict
Organisational
level Conflict
Intra
Individua
l Conflict
Inter
Individua
l Conflict
Inter
Group
Conflict
Intra
Group
Conflict
Inter
Organization
al conflict
Intra
Organization
al Conflict

23.  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.

24.  Inter individual Conflict: Inter personal conflict
arise between two individuals having
competition for achieving scarce things, such
as status, power, position, promotion or
resources.

25.  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.

26.  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 organization. Conflict between groups is frequent
and highly visible.

28.  Intra Organizational Conflict: The conflict which arises with in various levels and departments of
organization.
 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 occur due to
i. Conflict between organizations pursuing similar objectives.
ii. Conflict between government agency and organization.
iii. Conflict between head office and a manufacturing unit.

29. Relation between Organizational
Performance and Conflict

30. Noman Malik
Roll Number (131380)

31. Peace is not absence of conflict, it is the ability to
handle conflict by peaceful means.
January 20, 1981 – January 20, 1989
Presidential term:
Ronald Reagan

32. RESOLVING CONFLICTS
 Conflict is inevitable. It can occur in your
personal life or at work.
 In the workplace, conflict may arise between you
and a co‐worker, between two employees you
supervise,
 between your department and another, or
between your organization and a customer or
client.

34. RESOLVING CONFLICTS
 Its source can be differences in personalities
(e.g., extrovert and introvert),
 goals or expectations,
 values or beliefs,
 circumstances (e.g., money and time), or facts
(e.g., different sources).
 In other cases, conflict results from badly
given or badly received negative feedback.

35. When faced with conflict, you have four
options:
Yield.
This approach should be used when the issue is less
important to one person than to the other or when
maintaining the relationship is more important than
the issue. It is also the logical approach when one
person knows he cannot win.

36. Compromise.
This approach works best when the parties have some areas
agreement on which a mutually agreeable solution can be
built or, as in yielding, when the relationship is more
important than the issue.

37. Overpower.
This approach should be used only in an
or when the issue is more important than the
relationship.

38. Collaborate.
This approach requires people to work things
out. It fits best in the situations that may repeat
themselves or when the relationship has been
term.

40.  Healthy conflict is marked by the ability to disagree on one issue while working collaboratively
with others.
 At its worst, Destructive conflict damages relationships, destroys morale, and polarizes
people. This goes without saying that destructive conflicts can still be resolved.
Conflict may be healthy or destructive

42. General techniques to resolve conflicts
 Act promptly: The longer a problem goes unattended, the greater the chance it
will escalate into a major issue. If the conflict involves emotions, the parties will
need time to cool off; 24 to 48 hours should be sufficient

43.  Begin by citing areas on which you agree. This technique will make both of you
realize that you agree more than you think you do. Conflict does give one the
illusion that the differences are all there are that exist between the two
contending parties

44.  Schedule a meeting: Whenever possible, meet face to face so that the
participants can take advantage of nonverbal cues. Choose a neutral location
neither party has a territorial advantage. But issue an invitation rather than a
directive.

45.  Listen attentively: Both people want to be
heard and understood. Before a conflict can
be resolved, both parties must be able to
separate what happened from what they feel
about it. Paraphrasing, discussed earlier, can
be valuable in this effort. You can also
points of agreement if you listen attentively.

46.  Focus on the problem not the person. Laying the blame delays resolution.
The parties must respect themselves and each other.

47.  Brainstorm solutions: Look for
win‐win opportunities; negotiate if
necessary.

48.  Formalize the solution: Putting the solution on paper allows both parties
the opportunity to see as well as hear it and minimizes the likelihood that they
will later disagree on the solution.

49.  Implement the solution and set a date for follow‐up. The follow‐up creates an
air of accountability.