The document outlines various theories and models of conflict management. It discusses definitions of conflict and conflict management, as well as causes and types of conflict. Five major conflict management models are described: early models by Blake and Mouton and Thomas; Kuhn and Poole's distributive and integrative model; DeChurch and Marks' meta-taxonomy of agreeableness and activeness; Rahim's five styles of integrating, obliging, dominating, avoiding, and compromising; and the Thomas-Kilmann model of competing, collaborating, compromising, accommodating, and avoiding. Each model categorizes approaches based on different dimensions such as assertiveness and cooperation.

1. Conflict Management
Theories
By / MahmoudShaqria
‫شقريه‬ ‫محمد‬ ‫محمود‬

2. Outlines:
 -Introduction to Conflict
 -Definition of Conflict
 -Definition of conflict management
 - Definition of conflict resolution
 -Causes of conflict
 -Types of Conflict
 -Levels of Conflict

3.  -conflict management theories (Models of conflict management)
 1-Early conflict management model
 2-Khun and Poole's model
 3-DeChurch and Marks's meta-taxonomy
 4-Rahim's meta-model
 5-Thomas-Kilmann model.
 -Key points to manage conflict

4.  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, and
misunderstanding

5.  Definition of Conflict
 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.
 Conflict may be defined as a struggle or contest between people with opposing needs, ideas,
beliefs, values, or goals. Conflict on teams is inevitable
 Conflict management
 is the process of limiting the negative aspects of conflict while increasing the positive aspects
of conflict. The aim of conflict management is to enhance learning and group outcomes,
including effectiveness or performance in organizational setting.
 Properly managed conflict can improve group outcomes

6.  Conflict resolution
 involves the reduction, elimination, or termination of all forms and types of conflict. Five styles for
conflict management are as identified by Thomas and Kilmann are: Competing, Compromising,
Collaborating, Avoiding, and Accommodating.

7.  Causes of conflict
 Misunderstanding
 Personality clashes
 Competition for resources
 Authority issues
 Lack of cooperation
 Low performance
 Frustration
 Introduction of change
 Clashes between values and interest
 Cultural influences
 Expectations
 Role and status issues

8.  conflict management
 Businesses can benefit from appropriate types and levels of conflict. That is the aim of conflict
management, and not the aim of conflict resolution.
 Conflict management does not imply conflict resolution.
 Conflict management minimizes the negative outcomes of conflict and promotes the positive
outcomes of conflict


9. Types of conflict
 1-Functional conflict
 2-Dysfunctional – conflict

10. Types of conflict
 1-Functional conflict –:support the goals of the group and improves its performance.
Functional conflict:
 Stimulant for change
 Creativity and Innovation
 Group Cohesion
 Avoidance of Tension
 Identification of Weakness
 Challenge

11.  2-Dysfunctional – conflict that hinders group performance
 Dysfunctional conflict:
 Resignation of Personnel
 Tensions
 Dissatisfaction
 Creation of Distrust
 Goal Displacement
 Weakening of Organization

13. 
 1-Intra Individual Conflict:
 These conflicts arise within a person and are of psychological nature..
 2-Inter individual Conflict:
 Inter personal conflict arise between two individuals having competition for achieving scarce
things, such as status, power, position, promotion or resources.
 3-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

14.  4- INTER- GROUP CONFLICT
 It takes place when a misunderstanding arises among different teams within an organization.
 5-Intra Organizational Conflict:
 The conflict which arises with in various levels and departments of organization. Various kinds are:
 Horizontal Conflict
 Vertical Conflict
 Line and Staff Conflict

15.  6-Inter Organizational Conflict:
 Between two or more organizations
 Not competition
 Examples: suppliers and distributors

16.  Models of conflict management
 There have been many styles of conflict management behavior that have been researched in the
past century.
 One of the earliest, Mary Parker Follett (1926/1940) found that conflict was managed by
individuals in three main ways: domination, compromise, and integration. She also found other
ways of handling conflict that were employed by organizations, such as avoidance and
suppression.


17.  Assertiveness is attempt to satisfy one s own concern
 Cooperativness is attempt to satisfy the other party

18. 1-Early conflict management models
 Blake and Mouton (1964) were among the first to present a conceptual scheme for
classifying the modes (styles) for handling interpersonal conflicts in five types: forcing,
withdrawing, smoothing, compromising, and problem solving.
 Both Thomas (1976) and Pruitt (1983) put forth a model based on the concerns of
the parties involved in the conflict. The combination of the parties concern for their
own interests (. assertiveness) and their concern for the interests of those across the
table ( cooperativeness) would yield a particular conflict management style.
 Pruitt called these styles:
 - yielding (low assertiveness/high cooperativeness),
 -problem solving (high assertiveness/high cooperativeness)
 - Inaction (low assertiveness/low cooperativeness),
 -contending (high assertiveness/low cooperativeness).
 Pruitt argues that problem-solving is the preferred method when seeking mutually
beneficial options (win-win).

19.  2-Khun and Poole's model
 Khun and Poole (2000) established a similar system, they split model into two sub models:
distributive and integrative.
 Distributive: - conflict is approached as a distribution of a fixed amount of positive outcomes
or resources, where one side will end up winning and the other losing, even if they do win some
concessions.

20.  Integrative: - Groups utilizing the integrative model see conflict as a chance to integrate
the needs and concerns of both groups and make the best outcome possible. This model
has a heavier emphasis on compromise than the distributive model.
 Khun and Poole found that the integrative model resulted in consistently better task related
outcomes than those using the distributive model.

21.  3-DeChurch and Marks's meta-taxonomy
 DeChurch and Marks (2001) they established what they claimed was a "meta-taxonomy"
that encompasses all other models.
 They argued that all other styles have inherent in them into two dimensions –

22.  activeness ("the extent to which conflict behaviors make a responsive and
direct rather than inert and indirect impression")
 High activeness is characterized by openly discussing differences of opinion
while fully going after their own interest

23.  agreeableness ("the extent to which conflict behaviors make a pleasant and relaxed rather
than unpleasant and strainful impression"
 High agreeableness is characterized by attempting to satisfy all parties involved
 In the study they conducted to validate this division, activeness did not have a significant effect
on the effectiveness of conflict resolution, but the agreeableness of the conflict management
style, whatever it was, did in fact have a positive impact on how groups felt about the way the
conflict was managed, regardless of the outcome.

24.  4-Rahim's meta-model
 Rahim (2002) created a meta-model for conflict styles based on two dimensions.
 Within this framework are five management approaches: integrating, obliging, dominating,
avoiding, and compromising.
 Integration: involves openness, exchanging information, looking for alternatives, and
examining differences so solve the problem in a manner that is acceptable to both parties.

25.  Obliging: is associated with attempting to minimize the differences and highlight the
commonalities to satisfy the concern of the other party.
 Dominating: style one party goes all out to win his or her objective and, as a result, often
ignores the needs and expectations of the other party.
 Avoiding: a party fails to satisfy his or her own concern as well as the concern of the other
party.
 Compromising: involves give-and-take whereby both parties give up something to make a
mutually acceptable decision.

26. 5-Thomas-Kilmann model.
 There are two dimensions in the model.
 the vertical axis, is concerned with conflict responses based on our attempt to get what we
want.
 Thomas and Kilmann call these the Assertiveness options.
 the horizontal axis is concerned with responses based on helping others get what they want.
 Thomas and Kidman call these the Co-operativeness options.

27.  conflict resolution techniques:
 1-Competition (win-lose situation)
 2-Accommodation (lose-win situation)
 3-Avoidance (lose-lose situation)
 4-Compromise (mini win-mini lose situation)
 5-Collaboration (win-win situation)

28. 1-COMPETITIVE
 This approach is assertive and uncooperative
 It is a power oriented style
 Such people generally operate from a position of power such as position or persuasion ability
 Best in case of an emergency.
2-COLLABORATIVE
 It is both assertive and cooperative
 You try to meet the need of all people involved
 You cooperate effectively and acknowledge that everyone is important

29.  3-COMPROMISING
 Is an intermediate in assertiveness and cooperation
 You find a solution that will to some extent, satisfy everyone.
 Everyone is expected to give up and relinquish something
 Best used when 2 opponents with equal power are committed to mutually exclusive
goal.

30.  4-ACCOMMODATING
 It is the opposite of competing- it is unassertive and cooperative
 It meets the needs of others at the expense of your own needs
 Conflict is perceived as a social and emotional issue which can be resolved through support and
understanding
 Best used when maintaining harmony and avoiding conflict is more important
 Best used when you want to help your employees develop by allowing them to try out and learn
from their mistakes

31.  5-AVOIDING
 It is unassertive and uncooperative
 It attempts to avoid the conflict entirely
 Best used when the conflict is not al all important
 It helps to reduce tension and get back to productive levels and regain harmony and
composure

32.  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
 Avoids feelings or perceptions that imply the other person is wrong or needs to change.
 Communicates a desire to work together to explore a problem or seek a solution.
 Exhibits behavior that is spontaneous and destruction-free.
 Identifies with another team member’s problems, shares feelings, and accepts the team
member’s reaction.

33.  Treats other team members with respect and trust.
 Investigates issues rather than taking sides on them.
 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

34. Thank you…