CONFLICT MANAGEMENT

1. CONFLICT MANAGEMENT

2. CONFLICT
An expressed struggle between at least two
interdependent parties who perceive incompatible goals,
scarce resources, and interference from the other party in
achieving their goals.
Or
The appearance of difference, difference of opinions, of
interest.
Or
The struggle between needs, wishes, ideas, interest or
people. Conflict arises when individuals or groups
encounter goals that both parties cannot obtain
satisfactorily

3. Characteristics of conflict
 Conflicts occur when individuals are not able to
choose among the available alternative courses of
action.
Conflict arises, when people are having
conflicting/different perceptions, value and goals.
Conflict is a dynamic process as it indicate a
series of events.
Conflicts must be perceived by the parties to ot.

4. Action, whether overt or covert, is key to
interpersonal conflict. Until action or expression
occurs, conflict is latent, lurking below the
surface.
Power or attempts to influence inevitably occur
within conflicts. If the parties really don’t care
about the outcome, the discussion probably
doesn’t rise to the level where we call it a conflict.
When people argue without caring about what
happens next or without a sense of involvement
and struggle, it probably is just a disagreement

5. VIEWS OF CONFLICT
Traditional view:
The belief that all conflicts are harmful and must be
avoided. (losses, low productivity, distraction,
negative)
Human relations view: natural occurrence. The
conflict can be avoided by giving appropriate
environment, resolving conflicts, if arises.
Interactionist view:
The belief that conflict is not only a positive force in
group but that it is absolutely necessary for a group to
perform effectively. This approach encourage conflicts

6. Sources of Conflict
Conflicts may originate from a
number of different sources,
including:
oDifferences in information, beliefs,
values, interests, or desires.
oA scarcity of some resource.
oRivalries in which one person or
group competes with another.

7. Functional conflict: support the goals of
the group and improve the
performance.
Dysfunctional conflict: hinder group
performances.

8. Functional conflict
If we look at conflict from functional point of view,
conflicts are supposed to served the following function:
• Release of tension.
• Analytical thinking.
• Group cohesiveness.
• Competition.
• Challenge.
• Stimulation for changes.
• Identification of weakness.
• Awareness.
• High quality decision.
• Enjoyment.

9. Dysfunctional conflict
The dysfunctional aspects of conflicts can be
visualized in the following ways:
• High employee turnover.
• Tensions.
• Dissatisfaction.
• Climate of distrust.
• Personal vs organizational goals.
• Conflict as a cost.

10. Level of conflict Types of conflict
Organization
Group
Individual
Within & between
organization
Within & between group
Within & between individual
Interpersonal Within & between 2 or more

11. Group Conflict
Intragroup conflict:
• conflict among members of a group
• early stages of group development
• ways of doing tasks or reaching group’s goals
•Arises when group faces new problem.
•When new values are imported from the social environment into
the group.
Intergroup conflict:
• between two or more groups
•Absence of joint decision making.
•Differences in goals.
•Differences in perception.

12. Interpersonal conflicts
• Between two or more people.
• Most common and most recognized conflicts.
There are four sources of interpersonal conflicts:
Personal differences.
Lack of information.
Role incompatibility.
Environment stress.

13. Organizational level conflicts
• The organizational level conflict can be between:
The buyer and seller organization.
Union and employees.
Govt. agencies.
• Managers must try to live with these type of conflicts.

14. Individual level Conflict
• Management should keep in mind that all
individuals have conflicts with in themselves.
Conflicts in individuals is basically caused by the
following factors:
1. unacceptability.
2. Incomparability.
3. Uncertainty.
• Individual experiences 3 types of conflicts with in
himself:
1. Frustration.
2. Goal conflict.
3. Role conflict.

15. Frustration
• When an individual is unable to do what he wants to do, he
become frustrated.
• Frustration is the highest level of dissatisfaction which in turn,
generates conflicts in the individual.
• Frustration has broadly been classified into 4 heads:
 Aggression.
 Withdrawal.
 Fixation.
 Compromise.

16. Goal conflict
• Goal conflicts arises when two or more goal blocking each other.
• When an individual is unable to take decision about the goal to be
achieved either due to positive and negative features existing in the
goals, it causes a lot of conflict in an individual.
• 3 type of conflict have been identified:
 Approach – Approach conflict.
 Approach – avoidance conflict.
 Avoidance – avoidance conflict.

17. ROLE CONFLICT
• When the expected role is different from the actual.
• Very individual holding a particular position in the organization and is
expected to behave in a particular manner. This is known as role
expectation from that person. When role expectation does not well
communicated, it may result to:
 Role ambiguity. (when duties are not properly communicated)
 Role conflict.
 Role overload.

18. Conflict Management
is defined as “the opportunity to
improve situations and strengthen
relationships”

19. Conflict management style
•Avoidance
•Competition (A)
•Accommodation (B)
•Compromise (C)
•Collaboration (D)

20. Conflict Continuum
I win, you lose (competition—A)
I lose or give in (accommodate—B)
We both get something (compromise—C)
We both “win”(collaborate—D)

21. Competition
Plus
•The winner is clear
•Winners usually experience gains
Minus
•Establishes the battleground for the
next conflict
•May cause worthy competitors to
withdraw or leave the organization

22. Accommodation
Plus
•Curtails conflict situation
•Enhances ego of the other
Minus
•Sometimes establishes a precedence
•Does not fully engage participants

23. Compromise
Plus
•Shows good will
•Establishes friendship
Minus
•No one gets what they want
•May feel like a dead end

24. Collaboration
Plus
•Everyone “wins”
•Creates good feelings
Minus
•Hard to achieve since no one knows
how
•Often confusing since players can
“win” something they didn’t know they
wanted

25. Tips for Managing Conflict
1. Avoids feelings or perceptions that imply the
other person is wrong or needs to change.
2. Communicates a desire to work together to
explore a problem or seek a solution.
3. Exhibits behavior that is spontaneous and
destruction-free.
4. Identifies with another team member’s
problems, shares feelings, and accepts the
team member’s reaction.
5. Treats other team members with respect and
trust.
6. Investigates issues rather than taking sides
on them.

26. Individuals should understand their
own personal triggers to better deal
with conflict situations in the
workplace.
Group members should think about
other group members early on to
identify privately those individuals and
behaviors that may push their buttons.
Conclusion