This document discusses conflict in the workplace. It defines conflict as a disagreement between individuals or groups trying to gain acceptance of different views or objectives. Conflict can be latent and unseen or overt and visible through statements and actions. It occurs due to contradictory ideas, priorities, beliefs, or goals. Functional conflict that improves performance through analytical discussion and agreement is constructive, while destructive conflict aims to undermine others. Stimulating functional conflict involves methods like devil's advocate decision making and dialectic decision processes.

1. Srishti Singh
MBA (HR & IR)
Section B
“ Conflict can be defined as a
disagreement between two or more
individuals or groups, with each
individual or group trying to gain
acceptance of its view or objectives
over others.”
- David L. Austin

2. CONFLICT
 Conflict is when two or more values, perspectives &
opinions are contradictory in nature & haven’t been
aligned or agreed.
 A disagreement between people that may be the result of
different:
• Ideas
• Perspectives
• Priorities
• Preferences
• Beliefs
• Values
• Goals
• Organization structures

3.  It is the stage where conflict becomes visible.
 This includes the statements, actions, and reactions made by the
conflicting parties.
 These conflict behaviors are usually overt attempt to implement each
party’s intentions.
INTENSITY CONTINUUM

4. FORMS OF CONFLICT
 Latent
• Conflict cannot be observed, but it exists nevertheless.
• Tensions and dissatisfaction exist, but there are no visible evidence of
that conflict.
• Results of latent conflict are anxiety, stress, frustration, discontent, and
disharmony
 Overt
• If not relieved or resolved, latent conflict leads to overt conflict.
• Action takes place; frustration and anxiety are expressed, mistrust
becomes distrust.
• If appropriate and decisive action is not taken to relieve the causes of
the conflict, the conflict will pose serious risks to the organization.

5. Overt efforts to destroy the other party
Aggressive physical attacks
Threats and ultimatums
Verbal attacks
Overt questioning or challenging others
Minor disagreements or misunderstandings
Annihilatory conflict
No conflict
Conflict at the lower part continuum is small conflicts.
Conflicts in the upper part of the continuum are highly destructive.

6. FUNCTIONAL CONFLICT
The conflict which supports the goals of a group and also improves
it’s performance is known as a functional or a positive conflict.
 Referred to as constructive or cooperative conflict.
 A common source of such conflict is analytical thinking and discussion about
decision alternatives.
 Employees remain impersonal and ultimately come to agreement.
 Increase information & ideas.
 Promote group cohesiveness.
 Diffusing tension among the members of the group.
 Weaknesses of a group and its members can be identified easily.
 Increased competition among work group members.
 Individual employees experience personal development and the group as a
whole typically has more positive morale.
 Innovation and creativity are heightened.

7. Cosier and Schwank (1990) propose two
programmed approach for stimulating
functional conflict:
 Devil’s advocate decision method
 Dialectic decision method
Both approaches require the participants
to submit proposals for debate and
engage in structured role playing.
STIMULATING FUNCTIONAL CONFLICT

8. DEVIL’S ADVOCATE DECISION METHOD
 A proposed course of action is
generated.
 A devil’s advocate is assigned to
critique the proposal.
 The critique is presented to key
decision makers.
 Any additional information
relevant to the issues is
gathered.
 The decision to adopt, modify, or
discontinue the proposed course
of action is taken.
 The decision is monitored
DIALECTIC DECISION METHOD
 A proposed course of action is
generated.
 Assumptions underlying the proposal
are identified.
 A conflicting counter proposal is
generated based on different
assumptions.
 Advocates of each position present and
debate merits of their proposals before
key decision makers.
 The decision to adopt, either position
or some other position is taken.
 The decision is monitored.
Following Are The Steps Included In Both:

9. There Are Other Many Methods For Stimulation Of Functional Conflict:
 Bring managers with backgrounds, values and styles different from
those who are presently working in the organization.
 Add or delete individuals and groups to the existing network. This will
re-distribute power and, thus, stimulate conflict.
 Break old teams and departments and re-organize them. New work,
members and responsibilities will be created requiring adjustment
with each other. This will give rise to conflict and new and improved
methods of operation.
 Allow members to openly communicate with each other. Members
can freely discuss their problems, disagree with each other and have a
wide perspective for decision-making.
 Introduce changes in people, structure and technology.

10.  Replace authoritarian managers with behavioral managers. They promote
interaction amongst group members and bring out their hidden desires
thereby, resulting in conflict.
 Create an environment of creative and innovative thinking. When
members find new ways for doing the work, it will promote conflict and
productive suggestions.
 Allow compromise where each party is concerned about their goal
accomplishment and is willing to engage in ‘give and take’ to reach a
reasonable solution.
 Allow collaboration where parties try to manage conflict without making
concessions by coming up with new ways to resolve differences.
 Foster competition by paying financial and non-financial incentives for
good performance. This will promote conflict as each member will try to
outperform others.