organizational conflict is difference between employee and organization. it normal in organization that conflict occur.craig treisch describe type of conflict and how to manage these conflict. craig treisch handle large team which work as complex solution from more than a decade.

1. Managing Conflict in
Organizations
-By
Craig Treisch
Trusted Advisor
SmartFinder

2. Definition
 Disagreement between individuals or groups
within an organization, that may have an impact on
the overall functioning of the organization.
 E.G. :- Workers advocate for higher pay and the
business owner or management wants pay levels
to remain the same.

3. Nature of Conflict
 Conflict arises out of mutually exclusive goals
 Conflict is different from Competition

4. Types of Conflict
Organizational conflict can be classified into two
distinct categories : -
 Internal
 External

5. Internal Conflict
 Internal conflict is personal to the person
involved. This type of conflict takes place within
the person.
 It can surface when a person’s values or morals
are tested or otherwise compromised.
 Internal conflict can greatly impact the person’s
performance level.

6. External Conflict
 External conflict is observed in outside forces that
cause struggle for the person, such as an
unhappy customer or an unruly supplier.
 External conflict can also be caused when the
management style of the business owner does
not set well with the employees of the
organization.

7. Causes for Conflicts
Managerial Expectations
 It is the job of an employee to meet the
expectations of his manager, but if those
expectations are misunderstood, conflict can
arise.
 Managers need to spend time clearly
communicating their goals to employees and then
confirming those goals in writing.
 A manager should also encourage his/her
employees to ask questions about their goals,
and hold regular meetings to discuss the goals
and how best to reach them.

8. Causes for Conflicts
Breakdown in Communication
 If a department requires information from another
department in order to do its job, and the second
department does not respond to the request for
information, a conflict can arise.
 Some interdepartmental disagreements might
trigger a nonresponsive attitude that can quickly
become an internal conflict.
 When people or departments are late in
responding to information requests, or they are
withholding information on purpose, it is best to
address the situation immediately with a personal

9. Causes for Conflicts
Misunderstanding the Information
 One person may misunderstand information, and
that can trigger a series of conflicts.
 In order to deal with this kind of situation, it is best
to have the person admit her misunderstanding
and work with the affected parties to remedy the
situation.
 For example, if the production manager
misunderstands the product manufacturing goals,
then the sales manager may not have enough
product to sell.
 Taking responsibility for a mistake can quickly

10. Causes for Conflicts
Lack of Accountability
 Organizational conflict might arise from
frustration. One source of frustration is a lack of
accountability.
 If something has gone wrong, and no one is
willing to take responsibility for the problem, this
lack of accountability can start to permeate
throughout the entire company until the issue is
resolved.
 One way to combat a lack of accountability is to
have anyone who comes into contact with a
document sign his name to it and include the

11. Ways to handle Conflicts
 Conflict is inevitable in small businesses. Conflict
can arise
from a variety of sources, and between supervisors
and
subordinates, between co-workers, and between
employees and
customers.
 Managers and organizations can choose to see
conflict as inherently negative, acting to suppress it
at every

12. Ways to handle Conflicts
Positive Perspective
 Accept conflict as a natural growth process and
influence your company culture to view
constructive conflict positively.
 Conflict can be an asset to your small business if
it is handled properly. It can help your
organization to learn from its mistakes and
identify areas of needed improvement.
 Innovation can be inspired from creative solutions
to internal or external conflicts, and new ways of
thinking can emerge.

13. Ways to handle Conflicts
Grievance Procedure
 Create a formal grievance procedure for all
employees.
 Let employees at all levels of your organization
know that their voices will always be heard, and
respond promptly and reasonably to employees
issues.
 This can prevent bad feelings from festering and
growing into resentment and bitterness. Conflict
is best handled quickly and openly.
 If your company culture is sufficiently friendly
toward constructive conflict, your staff should see

14. Ways to handle Conflicts
Get to the Cause
 Focus on deep-rooted causes rather than
superficial effects when assessing conflicts.
 Parties to a conflict often claim to have issues
with the behavior of co-workers or the outcome of
company policies and work procedures, but these
issues are likely being caused by something
deeper.
 Attempting to resolve the conflict by addressing
surface issues will rarely create meaningful
change or lasting solutions.
 Look deeper to address the reasons that
incidents occur.

15. Ways to handle Conflicts
 As an example, if a supervisor finds himself
constantly in
conflict with a loyal employee due to falling
productivity levels,
the supervisor may naturally want to address the
employees’
behavior head-on.
 Upon closer analysis, however, the supervisor
may realize
that the employee has been increasingly
dissatisfied with his job
ever since last year’s disappointing performance

16. Ways to handle Conflicts
Equal Voices
 Give all parties of a conflict an equal voice,
regardless of their position, length of service or
political influence.
 Conflict participants can become defensive if they
feel they are being marginalized or are going
through a process leading to a predetermined
outcome.
 It can be tempting to take the word of managers
over front-line employees, or to take the word of a
loyal employee over a new employee, but
remember that your most trusted associates are

17. Ways to handle Conflicts
Resolution Participation
 Involve all parties, if possible, when drafting
conflict resolutions.
 The theory of Management By Objectives (MBO)
states that employees are generally more
committed to goals that they have helped to
create.
 The same holds true for conflict resolutions.
There is more than one side to every conflict, and
all sides should benefit from conflict resolution.
 Seek resolutions that will prevent the conflict from
occurring again, rather than simply delaying a

18. THANK YOU!