CONFLICT MANAGEMENT

Definition. Traditional vis-à-vis Modern view of

conflict
– Types of conflict – Intrapersonal, Interpersonal,
Organizational. Constructive
and Destructive conflict. Conflict management.
DEFINITION
 Conflict may be defined as the disagreement
between two or more individuals or groups over
an issue of mutual interest.
 Conflicts may arise between two parties when:
one party (an individual or a group) feels that the
actions of the other party will either affect its
interests adversely or obstruct the achievement
of its goals; the goals of both the parties differ
significantly or are interpreted differently; or the
basic values and philosophies of the two parties
are different. Conflicts can range from small
disagreements to violent acts.
SOURCES OF CONFLICT

 Organizational change: Generally,

employees of an organization hold different views
on the changes in organization with respect to
technology, structure, hierarchy, etc., and this
might lead to conflicts between them.

 Personality clashes: When individuals

do not recognize differences in personalities such as
emotional stability, behavior, etc., it might lead to a
conflict.
 Differences in values sets: When
people with contradicting values and beliefs
interact with each other, conflicts are likely to
occur.

 Threats to status: When individuals feel

that the acts of other individuals may affect
their reputation and status in society, it might
lead to a conflict.

 Perceptual differences: When

individuals believe that what they perceive is
true irrespective of reality, then they fail to
understand the ideas of another person. This
again might lead to a conflict.
TRADITIONAL VIS-A-VIS MODERN
VIEW OF CONFLICT
TRADITIONAL VIEW MODERN VIEW

 Conflict is avoidable.  Conflict is inevitable.

 Conflict is caused by  Conflict arises from

management error in many causes,
designing including
organizations or by organizational
structure, unavoidable
trouble makers. differences in goals,
differences in
perceptions and
values of specialized
personnel and so on.
 Conflict disrupts the  Conflict contributes and
organization and detracts from
prevents optimal organizational
performance. performance in varying
degrees.

 The task of the

 The task of the
management is to
management is to
eliminate conflict. manage the level of
conflict and its
resolution for optimal
organizational
performance.
 Optimal organizational  Optimal organizational
performance requires performance requires a
the removal of conflict. moderate level of
conflict.
THE CONFLICT PROCESS
 Stage IV
Stage 1 Stage II Stage III outcomes
Stage IV
Cognition and
Potential personalization Intentions
Behavior
opposition or Increased
incompatibility group
Perceived performan
conflict ce
Antecedent Conflict
handling Overt
conditions
intentions conflict
( preceding or
prior)
•Party’s
•Communication •competing behavior
•Structure •Collaborating
•Personal •Compromising •Other’s
variables •Avoiding reaction Decreased
•accommodating
Felt group
conflict performan
ce
DIMENSIONS OF CONFLICT- HANDLING
INTENTIONS
 Collaborating
Competing

Assertive
(Attempting to satisfy own concern)
Assertiveness

Compromising
Unassertive

Avoiding Accommodating

Uncooperative Cooperative
cooperativeness
(Attempting to satisfy others concern)
INTRAPERSONAL CONFLICT
Individuals might experience stress and
frustration in the process of achieving their goals.
This leads to ‘intrapersonal conflict.’
Intrapersonal conflict may arise under the
following circumstances:
 when the employee’s roles and responsibilities
are not defined clearly
 when the employee receives conflicting orders
from more than one boss
 when the employee faces conflicting expectations
from superiors and subordinates (usually middle
level managers face this situation).
INTRAPERSONAL CONFLICT ARISES FROM
Frustration:- it occurs when a motivated drive
is blocked before a person reaches a desired goal.

 The frustrated individual adapts any of four

defence mechanisms:-
 Aggression
 Withdrawal
 Fixation
 Compromise
 Goal conflict

 Goal conflict occurs when the attainment of one

goal excludes the possibility of attaining another.

 Four major type of goal conflict may be

distinguished:-
1.Approach-Approach conflict:- this conflict
occurs when the individual is caught between two
or more positive but mutually exclusive goals.
2.Approach-Avoidance conflict:-this conflict
occurs when an individual is simultaneously
attracted and repelled by a single goal object.
3.Avoidance-Avoidance conflict:- this occurs
when an individual is forced to choose between
two mutually exclusive goals , each of which
possesses unattractive qualities.
4.Multiple approach-avoidance conflict:- a
conflict, in which two alternatives- both
involving positive and negative features is
referred to as multiple approach-avoidance
conflict.
 Role conflict
 The final reason for intra-personal conflict is the
need of an individual to play several roles
simultaneously but finding time and resources
inadequate to do so .

Cognitive dissonance
 It occurs when individuals recognise
inconsistencies in their own thoughts and/or
behaviours. Such inconsistencies are stressful
and uncomfortable, leading to intrapersonal
conflict.
INTERPERSONAL CONFLICT

 In general, differences in the perceptions and

attitudes of individuals lead to interpersonal
conflicts.
 The communication gap is another major aspect
that leads to interpersonal conflicts.
 It involves two or more individuals. Reasons for
interpersonal conflicts:-

a. Personality differences
b. Perceptions
c. Clashes of values and interests
d. Power and status differences
e. Scarce resources
IMPORTANT FACTORS
 Difference in perception.
 Informational differences.

 Differences in personality.

 Differences in value system.

 Differences in status.

 Differences in resources or strengths.

 Divergent roles.
INTRA GROUP CONFLICTS
 Intra group conflict refers to disputes among
some or all of group’s members which often
affect the group’s performance.
INTERGROUP CONFLICT

 Intergroup conflicts often arise when one group

considers that it is being treated unfairly (in
comparison to one or more groups) with respect
to working conditions, rewards, and status.

 When one group feels that it has not been

recognized for its efforts in achieving a common
goal and that another group has been given its
due, it might lead to intergroup conflicts between
the groups involved.
REASONS FOR INTER GROUP CONFLICT
 Task interdependence
 Task ambiguity.

 Goal incompatibility.

 Competition for limited resources.

 Competitive reward resources.

 Line and staff.

 Intrapersonal and interpersonal conflict.

CONSTRUCTIVE AND DESTRUCTIVE
CONFLICT

 Some conflicts support the goals of the group and

improve its performance; these are functional or
constructive conflicts.

 Constructive Aspects of Conflict

 better ideas are produced

 people are forced to look at new approaches

 long standing problems surface and can be dealt

with
 people are forced to clarify their views
 tension stimulates interest and creativity
 people have a chance to test their capability

 opens up issues of importance, resulting in their

clarification
 increases the involvement of individuals in issue
of importance to them
 serves as a release to pent-up emotion, anxiety,
and stress
 helps build cohesiveness among people by
sharing the conflict, celebrating in its
settlement,
and learning more about each other
DESTRUCTIVE CONFLICTS
 When conflict hinders group performance it is
dysfunctional or a destructive form of conflict.

 Destructive Aspects of Conflict

 defeat or demean people

 creates distance between people

 climate of distrust and suspicion develops

 people or departments defend their narrow

interests
 resistance (active or passive) develops where
teamwork is needed
 causes turnover

 diverts energy from more important activities

and issues
 destroys the morale of people or reinforces poor
self-concepts
 polarizes groups so they increase internal
cohesiveness and reduces inter-group co-
operation
 deepens differences in values
produces irresponsibility and regrettable
behavior such as name-calling and fighting
CONFLICT MANAGEMENT

 OPEN COMMUNICATION.

 EXPLAINING LOGIC.

 SEARCH FOR FACTS/DATA.

 CONSIDERING CRITICISM.

 CLICHÉ FORMING.

 LEGAL STEPS.
 Conflict management

Use resolution under these Use stimulation under these conditions

conditions
Work group are stagnant
Conflict has become disruptive.
Consensus among groups is too easily
Too much time and effort are spent reached.
on conflict rather than on productive
efforts Change within the organization is needed
to remain competitive.
Conflict focuses on internal goals of
the group rather than on
organizational goals
CONFLICT RESOLUTION
 Problem solving.
 Organization redesign.

 Super ordinate goals.

 Expansion of resources.

 Avoidance.

 Smoothen.

 Resolving line and staff conflict.

THE NEGOTIATION PROCESS
Preparation and
planning

Definition of
ground rules

Clarification and
justification

Bargaining and
problem solving

Closure and
implementation