Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Conflict management


Published on

  • Be the first to comment

Conflict management

  1. 1. Amity Business SchoolCONFLICT MANAGEMENT Dr R Sujatha
  2. 2. Amity Business SchoolSession outline• Conflict• Levels of conflict• Conflict situations in organizations• Stages of conflict• Know your Conflict handling style – conflict management
  3. 3. Amity Business SchoolNEED…
  4. 4. Amity Business SchoolCONFLICT It occurs whenever disagreements exist in a social situation over issues of substance and/ or emotional antagonisms.
  5. 5. Amity Business School Transitions in Conflict Thought• Traditional View of Conflict The belief that all conflict is harmful and must be avoided.• Human Relations View of Conflict The belief that conflict is a natural and inevitable outcome in any group.• Interactionist View of Conflict The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively.
  6. 6. Amity Business School Levels of conflict• Conflict within individual• Conflict between individuals or interpersonal• Intergroup conflict and• Inter-organizational conflict
  7. 7. Amity Business School Conflict within individualWhat is it?Source?Approach- approach conflictAvoidance- avoidance conflictApproach- avoidance conflictMultiple Approach- avoidance conflict
  8. 8. Types of Conflict Amity Business SchoolTask ConflictConflicts over content and goals of the work.Relationship ConflictConflict based on interpersonal relationships.Process ConflictConflict over how work gets done.
  9. 9. Amity Business School Conflict outcomes in organizations• Functional Conflict / Constructive conflictConflict that supports the goals of the group and improves itsperformance.• Dysfunctional Conflict / Destructive ConflictConflict that hinders group performance.
  10. 10. Amity Business SchoolConflict situations in organizations
  11. 11. Amity Business SchoolTypes of conflict situations experienced by managers Vertical conflict Horizontal conflict Line- staff conflict Role conflict
  13. 13. Amity Business School Explanations for the conflict situations• Key differences of opinion Over the facts Over the methods Over the goal Over values• Reasons for these key differences on the opinion Information Perceptions Roles
  14. 14. Amity Business SchoolPOSSIBLE ANTECEDENT CONDITIONS TO CONFLICTWork flow interdependenceAsymmetryRole or domain ambiguityResources scarcity
  15. 15. Amity Business School The Stages of Conflict Antecedent conditionsPerceived Conflict Felt Conflict Manifest Conflict Conflict Resolution or Suppression Conflict aftermath
  16. 16. Amity Business SchoolPerceived ConflictAwareness by one or more parties of the existence of conditionsthat create opportunities for conflict to arise.Felt ConflictEmotional involvement in a conflict creating anxiety, tenseness,frustration, or hostility.
  17. 17. Amity Business SchoolConflict management
  18. 18. Amity Business School Outcomes• Lose –lose conflict• Win – lose conflict• Win- win conflict
  19. 19. Amity Business SchoolConflict Management stylesAvoidanceForcing/ competition/authoritative commandSmoothing/ accommodatingCompromiseCollaborative/ problem solving
  20. 20. Amity Business SchoolConflict Handling Styles
  21. 21. High Concern for Personal Goals Amity Business School SHARK: OWL: Win-Lose Win-Win Values goal over Values both goal relationships & relationship FOX: HighLowConcern Win some-Lose some ConcernFor Values both but is ForRela- willing to sacrifice Rela-tionships certain aspects of either under tionships certain circumstances TURTLE: TEDDY BEAR: Lose-Lose Lose-Win Low concern for either Values relationships goal or relationship Over goal Low Concern for Personal Goals
  22. 22. Amity Business SchoolConflict handling styles and its managerial implication
  23. 23. Amity Business School Conflict-Handling style: Avoidance• When an issue is trivial, or more important issues are pressing.• When you perceive no chance of satisfying your concerns.• When potential disruption outweighs the benefits of resolution.• To let people cool down and regain perspective.• When gathering information supersedes immediate decision.• When others can resolve the conflict effectively• When issues seem tangential or symptomatic of other issues.
  24. 24. Amity Business SchoolConflict-Handling style: Forcing/ Competition• When quick, decisive action is vital (in emergencies); on important issues.• Where unpopular actions need implementing (in cost cutting, enforcing unpopular rules, discipline).• On issues vital to the organization’s welfare.• When you know you’re right.• Against people who take advantage of noncompetitive behavior.
  25. 25. Amity Business School Conflict-Handling style: Smoothing/ Accommodation• When you find you’re wrong and to allow a better position to be heard.• To learn, and to show your reasonableness.• When issues are more important to others than to yourself and to satisfy others and maintain cooperation.• To build social credits for later issues.• To minimize loss when outmatched and losing.• When harmony and stability are especially important.• To allow employees to develop by learning from mistakes.
  26. 26. Amity Business School Conflict-Handling style: Compromise• When goals are important but not worth the effort of potential disruption of more assertive approaches.• When opponents with equal power are committed to mutually exclusive goals.• To achieve temporary settlements to complex issues.• To arrive at expedient solutions under time pressure.• As a backup when collaboration or competition is unsuccessful.
  27. 27. Amity Business School Conflict-Handling style: Problem Solving / Collaboration• To find an integrative solution when both sets of concerns are too important to be compromised.• When your objective is to learn.• To merge insights from people with different perspectives.• To gain commitment by incorporating concerns into a consensus.• To work through feelings that have interfered with a relationship.