The document provides an in-depth examination of conflict, detailing its causes, types, and impacts within personal, interpersonal, and organizational contexts. It outlines various conflict management and resolution strategies, including negotiation techniques and alternative dispute resolution methods. The importance of understanding conflicts and their constructive management is emphasized for enhancing teamwork and productivity.

1. Name:
Muhammad sheraz shabbir
Muhammad Ibad ur rehman
Shehzada furqan
Ansar
What is conflict. Write down its causes and effect and also 5 basic
conflict.

3. INTRODUCTION
 Conflict is a situation where two or more
parties having opposing interest, beliefs or
values.
 It can manifest in various forms from mild
disagreement to intense dispute

4. DEFINITON OF CONFLICT
• Conflict arise when groups perceived
that their goals values or interest are
incompatible.
• It can occur in personal relationship
workplace and even within oneself

5. IMPORTANCE OF STUDYING CONFLICT
• Understanding conflict is a crucial
especially in business settings as it can
effect team work productivity and work
place culture.
• Learning about conflict helps individual
and organizations manage
disagreement constructively.

6. Types of conflict
conflict
Intrapersona
l
intergroup
interpersonal

7. Intrapersonal conflicts
Intrapersonal conflict occur within an
individual, often due to uncertainty or
feelings of inadequacy in performing
task.

8. Example of intrapersonal conflict
• Desire for a promotion vs fear of
new responsibilities
• Desire for creative freedom vs
need to follow company guidelines
• Wanting to take a risk vs fear of
failure
• Waning to speak up in a meeting vs
fear of public speaking

9. Types of intrapersonal conflict
Role conflict: When you feel torn between
different roles or responsibilities in your life.
For example: Work vs family time
Role ambiguity: Role ambiguity is when you
are not sure what your job is or what you
are supposed to do.
Its like being in a fog and not knowing which
way to go.
Example: john is new and does not know if
he or jane should process invoices. He
unsure and stressed.

10. Key takeaway:
Intrapersonal conflicts can
stem from differing roles
and unclear guidelines,
leading to internal struggles
in decision making.

11. Interpersonal conflict
Interpersonal conflict occurs
between individual, such as co
worker and executives, often due
to differing opinion or
competition

12. Examples of interpersonal conflicts
• Disagreement over opinions, values, or
beliefs.
• Competition for resources, attention or
recognition
• Arguments between friends, family
members and work fellows.
• Criticism or judgement from one
person to another.

13. Types of interpersonal conflicts
• Pseudo conflict: differences of
opinion or a misunderstanding
• Fact conflict: disagreeing on fact
• Value conflict: differences in values
• Ego conflict: disagreement get
personal

14. Key strategies
Focus on ideas rather than
personal differences to
prevent conflict escalation
and permute collaboration

15. Intergroup conflicts
Intergroup conflicts occur between
different groups such as department,
union and management or competing
companies.

16. Examples of intergroup conflicts
• Political parties
• Management vs union
• Religious group
• International conflicts

17. Types of intergroup conflicts
Resource conflict: different groups fight over
limited resources
Goal conflict: when groups have different
goals and priorities,
Value conflict: when groups have different
beliefs or values,

18. Key strategies for intergroup conflicts
• Encourage open dialogue
• Use a mediator
• Recognize and reward
• Establish a conflict resolution process

20. Is conflict always bad?
conflict in teams
Task conflict: can be beneficial in early stages
of decision making, stimulating creativity, but
ca hinder complex task in the long run.
Personal conflict: never healthy causing stress
and distress and can lead to workplace bullying

21. Constructive confrontation
• Intel corporation training program
teaches employs to focus on facts
not opinion and addresses
problem not to people
• Effective teams have
A. Low process conflict
B. Low relationship conflict
C. Moderate task conflict

22. Causes of conflict
Causes of
conflict
Organizational
Structure
Limited resources
Task
interdependence
Incompatible goals
Communication
problem
Personality
differences

23. Organizational structure
• Conflicts types varies based on
organizational structure
• A matrix structure like that ABB Inc.
create inherited decisional conflict due
to dual reporting lines
• This leads to confusion with the
organization as it operates through
numerous geographic and industry units.

24. Limited resources
• Scarcity of resources like money time
and equipment
• The completion of high demand
resources e.g. laptop ,phone
• Limited availability of important
resources
• Different role e.g. technical employs vs
sale representative.

25. Task interdependence
• Task independence occur when achieving a
goal relies on other performance
• For instance, creating an advertisement involve
collaboration with various teams:
a. Dependence on the creative team for design
b. Reliance on photographer or videographer for
visuals
c. Coordination with media buyer for purchasing
ad space
• This reliance on multiple parties can lead to
conflict if tasks are no t complete effectively.

26. Incompatible goals
• Conflicts occur when departments have
mutually exclusive goals due to
different compensation structure
• For instance a sales manager
incentivized to boost sale while a
transportation manager focuses on
reducing expenses
• Aligning bonus based on overall
profitability can help reconcile these
conflicts, leading to collaborative
decision-making.

27. Personality differences
• Personality differences among coworker
are common and can lead to conflict.
• Understanding these differences helps
recognize that conflict often stem from
varied perspectives whether then personal
issues
• For example type A individuals tend to
experience more conflict with co worker
compare to type B individuals.

28. Communication problem
• Conflicts can arise from small, unintentional
communication problems such as lost
emails or unreturned calls
• For example instead of labelling Jeff's
tardiness as a bad attitude one might say
when you arrive late, I feel my time is
wasted
• This approach emphasizes the impact of
behavior allowing for a constructive
discussion about the issues without
personal attack.

29. OUTCOMES OF CONFLICTS
Positive outcomes
• consideration of a broader range of idea
resulting in a better stronger idea.
• Surfacing of assumptions that maybe
inaccurate
• Increase participation and creativity
• Clarification of individual views that
build learning.

30. Negative outcomes
• Increase stress and anxiety among
individual which decreases productivity
and satisfactions.
• Feelings of being defeated and deemed
which lowers individuals moral, and may
increase turnover.
• A climate of mistrust which hinders the
team work and cooperation that
necessary to get work done.
Negative outcomes

31. Stages of conflict
P
Latent conflict
Perceived
conflict
Felt conflict
Manifest
conflict
Conflict
resolution

32. Stages of conflicts
Latent conflict
Potential for conflict exist but not openly expressed
For example coworker have differently work style
have not discussed it yet
Perceived conflict
Conflict becomes apparent and emotion rise
For example john and Emily have disagreement
about a project deadlines intention start to build
Felt conflict
Emotion escalate and conflict becomes personal
For example tana and meny turns into a heated
argument with both parties felling attacked.

33. Manifest conflict
Conflict is openly expressed and ;parties
engaged in conflict behaviors
For example john and Emily arguments
become public and they start to with a
mediator involve others in the conflict
Conflict resolution
Parties work together to find a mutually
acceptable solution
For example john and Emily agrees to meet
mediator to resolve their differences and find a
solution that work for both..

34. Case study
Conflict between Marketing and Sales Teams
Background:
A mid-sized software company, TechCorp, has two teams: Marketing and Sales. The
Marketing team, led by Rachel, is responsible for creating promotional materials and
campaigns. The Sales team, led by Michael, is responsible for meeting sales targets.
Stage 1: Latent Conflict
The Marketing and Sales teams have different work styles and priorities. The Marketing
team focuses on creating creative campaigns, while the Sales team focuses on meeting
sales targets. Although there are no open conflicts, tensions and disagreements exist
beneath the surface.

35. Incident:
Rachel and Michael have a disagreement about the marketing budget. Rachel wants to
allocate more funds to social media campaigns, while Michael wants to allocate more
funds to sales promotions.
Stage 2: Perceived Conflict
Rachel and Michael start to perceive the budget disagreement as a conflict. They begin
to take sides, and their communication becomes strained. Rachel feels that Michael is
not understanding the importance of social media campaigns, while Michael feels that
Rachel is not considering the sales team's needs.
Stage 3: Felt Conflict
The conflict escalates, and emotions rise. Rachel and Michael start to involve their team
members, creating a divide between the Marketing and Sales teams. The conflict
becomes personal, with each side feeling attacked and misunderstood.

36. Stage 4: Manifest Conflict
The conflict becomes openly expressed, and the teams start to engage in
conflict behaviors. Rachel and Michael have heated arguments, and their team
members start to take sides. The conflict affects the entire organization, causing
delays and impacting productivity.
Stage 5: Conflict Resolution
The CEO intervenes and facilitates a meeting between Rachel and Michael. They
are able to discuss their differences and find a mutually acceptable solution. The
marketing budget is allocated in a way that meets both teams' needs. The
conflict is resolved, and the teams are able to work together effectively.

37. Conflict management
There are number of different ways of
managing organizational conflict which are
highlighted in this section. Conflict
management refer to resolving disagreement
effectively

38. Ways of managing conflict
Change a structure
Vanessa, the lead engineer, and Tom, the procurement officer, are having a
disagreement because Tom is not approving some important parts that Vanessa
wants to buy for a new product. Vanessa is upset because she feels Tom doesn't
trust her choices. On the other hand, Tom is trying to keep costs low and stick to
the budget. To solve this problem, their boss, Sharon, suggests a new way to
evaluate both of them. From now on, they will be judged based on how well they
manage costs and how well the product performs. This will encourage them to
work together to find a balance between keeping costs down and ensuring quality.
This situation shows how changing the way people are evaluated can help fix
conflicts that arise between teams or departments.

39. Change the composition of team
When team members have disagreements,
one way to fix it is to change the team by
keeping the conflicting people apart. If
everyone is important and can't be replaced,
you can change how they're seated. Studies
show that when people who don't get along
sit directly across from each other, there is
more conflict. But when they sit next to
each other, the conflicts tend to go down.
This shows that how people are arranged
can affect how well the team works
together.

40. Create a common opposing force
When groups within a company have conflicts,
one way to reduce the tension is to focus on a
common opponent, like a competitor. For
example, if two software teams are fighting for
marketing money, they can choose to work
together against the competition to improve
marketing for the whole company. This
"enemy" doesn't have to be another business;
it could also be a challenge like an economic
downturn that encourages different
departments to join forces to save jobs during
hard times.

41. Consider majority rule
Group conflicts can be solved by using
majority rule, which means members vote on
an idea, and the one with the most votes is
chosen. This works well if everyone thinks the
process is fair. However, it may not work if
the same people keep winning or if it's used
too often. It's important to use this method
only after having good discussions about the
issues, not as a way to skip those discussions.

42. Problem solved
Problem-solving is a common way to
resolve conflicts. In this approach,
people or groups in disagreement focus
on the problem itself instead of blaming
each other. They work together to find
out what caused the issue. This method
understands that it's rare for one side to
be completely right and the other to be
completely wrong.

43. Conflict resolution

44. Conflict-Handling Styles
Individuals vary in the way that they
handle conflicts. There are five
common styles of handling conflicts.
These styles can be mapped onto a grid
that shows the varying degree of
cooperation and assertiveness each
style entails. Let us look at each in turn.

46. Avoidance
The avoiding style of conflict resolution
is uncooperative and non-assertive.
People who use this style try to avoid
conflict by ignoring it and postponing
decisions that might lead to
disagreements. They might say things
like, "I don't care if we work this out," or
"I feel fine about things." While this
approach may be acceptable for minor
issues, it becomes problematic when
important matters are ignored due to a
dislike of conflict or fear of how others
will react.

47. Accommodation
The accommodating style of conflict
resolution is cooperative but not assertive. In
this style, a person agrees with what the
other side wants, even if it means giving up
their own goals. They might be afraid to
speak up for themselves or think that
disagreeing could hurt the other person. They
often say things like, "Let’s do it your way" or
"If it’s important to you, I can go along with
it." This approach can work well when the
issue matters more to others than to oneself.
However, if someone always uses this style,
they may start to ignore their own needs and
feelings.

48. compromise
The compromising style is a middle-ground
approach where people want to express their
own concerns but also respect the other
person's goals. A compromiser might say
things like, "Maybe I should rethink my
position" or "We can both give in a little." In
this style, both sides give up something
important to reach an agreement. For
example, when the Lanes borough Hotel in
London mistakenly advertised rooms for £35
instead of £350, they faced a potential crisis.
Instead of canceling bookings, they decided to
honor the lower price for up to three nights,
which helped protect their reputation and
finances.

49. competition
People who use a competing style in conflicts
want to achieve their own goals, no matter
what others think or feel. They care more
about getting what they want than keeping
good relationships with others, which can hurt
those connections over time. This approach
can work well if someone believes strongly
that the other options are wrong or harmful.

50. collaboration
The collaborating style is about working
together to find the best solution for
everyone. Both sides share their ideas and
listen to each other. The goal is to create a
win-win situation where everyone gets what
they want. For example, if an employee wants
to cut back on work hours to study for an
MBA, instead of arguing, they can work with
their manager to find a solution. They might
agree that the employee can take online
classes and the company can help pay for it.
This way, both the employee and the
company benefit without anyone losing out.

51. Negotiation
A common way that parties deal with
conflict is via negotiation. Negotiation
is a process whereby two or more
parties work toward an agreement.

52. The five phases of negotiation

53. investigation
The first step in negotiation is gathering
information, which many people forget. It
begins with understanding your own goals and
what’s important to you. Ask yourself what you
want to achieve, what you’re willing to give up,
and what you absolutely won’t give up. Leigh
Steinberg highlights the need to have a clear
idea of your goals. Knowing what matters most
to you, like salary, a friendly workplace, a good
company name, or chances for growth, will help
you make better choices during the negotiation,
especially when tough decisions come up

54. Determine your BATNA
Lawrence J. Peter emphasizes the importance of having a clear plan in negotiations, stating
that knowing your BATNA (best alternative to a negotiated agreement) is crucial. This
concept, introduced by Roger Fisher and William Uri, helps you understand your options
outside the negotiation, allowing you to evaluate offers effectively. If an offer is worse than
your BATNA, you can reject it; if it's better, you should accept it. It’s also important to
consider the other party's BATNA and their needs. For example, knowing the average salary
for a job can help you negotiate better. Greenpeace serves as an example by researching
alternatives to harmful materials, which strengthens their negotiating position and helps
them achieve their environmental goals.

55. Presentation
The third phase of negotiation is presentation,
where you organize the information you've
collected to back up your position. For example,
in a job or salary negotiation, you can share facts
about your past contributions to show your value.
This might include things like creating a blog that
helped the company gain attention, securing
donations for a charity, or being a supportive
team member who helps others succeed.

56. Bargaining
In the bargaining phase, both sides
discuss goals and make concessions to
reach an agreement. Concessions can
involve money, time, or
responsibilities. Asking questions helps
clarify constraints. For example, a
retailer may negotiate faster delivery
by offering to handle shipping costs,
benefiting both parties.

57. Closure
Closure is key in negotiations, where you
either reach an agreement or walk away. If
your best offer is rejected, view it as a
chance to learn. For instance, a CEO asked
a customer why they chose a competitor
and learned that after-sales service was
more important than price. With this
information, the CEO made a better offer,
which the customer accepted. If a deal
falls through, consider following up to
understand why. You may gain useful
insights for future negotiations.

58. When all else fails third party negotiation
Alternative dispute resolution
Alternative Dispute Resolution (ADR)
involves methods like mediation and
arbitration to resolve conflicts with the
help of a neutral third party, without
going to court. Many companies use ADR
to manage tough issues. For example,
Eastman Kodak created a panel of
employees to address discrimination
cases and prevent conflicts from getting
worse.

59. mediation
Mediation involves a neutral person called a
mediator who helps two sides reach an
agreement. The mediator doesn’t take sides but
facilitates discussions and helps both parties
share their feelings and facts. Susan Podziba is
an expert who has helped groups with opposing
views, like pro-choice and pro-life advocates,
talk and understand each other better.

60. Arbitration
Arbitration is different from mediation.
In arbitration, the parties give their
dispute to a neutral third party called an
arbitrator, who makes the final decision,
known as the “award.” This decision is
written down and is binding, meaning
both sides must follow it. Arbitration is
commonly used to resolve conflicts
between unions and management.

61. conclusion
Conflict can be minor or serious and can either boost creativity or disrupt
work. It often arises from unclear roles, limited resources, personality
clashes, or communication issues. To resolve conflict, different methods can
be used, depending on the situation. Negotiation is important and involves
knowing your BATNA, or "best alternative." The process includes five steps:
investigation, determining BATNA, presentation, bargaining, and closure.
Avoid mistakes like accepting the first offer or letting emotions interfere.
Understanding cultural differences can also help in resolving conflicts.