Amity School of Business

Conflict Management

Amity School of Business

In simple words, conflict may be understood as disagreement. Conflict can be defined as the struggle between incompatible or opposing needs, wishes, ideas, interests, or people. Conflict arises when individuals or groups encounter goals that both parties cannot obtain satisfactorily. Conflict exists in situations where goals, interests, needs or values of people are incompatible and they block others efforts to achieve their goals.
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Some level of conflict is inevitable given the wide range of goals in a group.
Some conflict is good for group performance. Too much causes people to spend much time responding to conflict.

Functional and Dysfunctional Conflict Amity School of Business

1. FUNCTIONAL : Conflict that support the goals of the group and improve its performance. Well-managed conflict helps workers anticipate and solve problems, feel confident, strengthen their relationships, and be committed to the group.

Conflict promotes change. Persons are more aware of injustices, inefficiencies, and frustrations, and see the need to correct them.
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Contd

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2. Dysfunctional : Conflicts hinder and prevent group goals from being achieved and also hinder group performance. What differentiate functional or dysfunctional ? a. Task conflict: relates to the content and goals of the work. b. Relationship conflict: focuses on interpersonal conflict. (dysfunctional) c. Process conflict : relates to how the works get done. Low to moderate level of Process and Task conflict is functional as it stimulates discussion of ideas that help to perform better.
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Effects of conflict in organizations

Stress Absenteeism Staff turnover De-motivation Non-productivity

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The Effect of Conflict on Organization Amity School of Business Performance

TYPES OF CONFLICT
1. Intra-individual Conflict:

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It involves frustration, goal conflict, and role conflict and ambiguity. Role conflict and ambiguity arises as individual is expected to play various roles and a clash there from. Goal conflict occurs when a goal has both positive and negative features or when an individual has two or more competing goals thus blocking, one another. Three types of goal conflict are generally identified.
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2. Interpersonal Conflict: It arises from personal differences, information deficiency, role incompatibility and environmental stress. 3. Intergroup Conflict: It occurs between 2 or more teams or groups.
Managers play a key role in resolution of this conflict

4. Interorganizational Conflict: It occurs across organizations.

Managers in one firm may feel another is not behaving ethically.
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Causes of personal conflict

Conflict of aims- different goals Conflict of ideas- different interpretations Conflict of attitudes - different opinions Conflict of behavior- different behaviors are unacceptable
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Causes of organizational conflict

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Different goals & time horizons Status inconsistency Overlapping Authority

Conflict

Scarce Resources

Incompatible evaluation & Reward

Task Interdependency

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Sources of Conflict
1.

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Different goals and time horizons: different groups have differing goals.
Production focuses on efficiency; Marketing on sales.

2.

Overlapping authority: two or more managers claim authority for the same activities.

Leads to conflict between the managers and workers.

3.

Task Interdependencies: one member of a group fails to finish a task that another depends on.

This makes the worker that is waiting fall behind.

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4.

Incompatible Evaluation or reward system: workers are evaluated for one thing, but are told to do something different.

Groups rewarded for low cost but firm needs higher service.

5.

Scarce Resources: managers can conflict over allocation of resources.

When all resources are scarce, managers can fight over allocations.

6.

Status inconsistencies: some groups have higher status than others.

Leads to managers feeling others are favored.

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CONFLICT PROCESS MODEL

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Sources of Conflict
Goals

Conflict Perceptions

Conflict Outcomes
Manifest Conflict

Positive
Decisions Cohesiveness

Values Tasks Resources Rules Communication

Conflict emotions

Conflict style Decisions Overt Behaviour

Negative
Turnover Politics Stress

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Amity School of Business

Conflict Management
Conflict management is the practice of
identifying and handling conflict in a sensible, fair and efficient manner It refers to interventions that alter the level and form of conflict in ways that maximize its benefits and minimize its dysfunctional consequences.
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Contd

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Two intentions determining the type of conflict-handling behaviour are assertiveness and cooperation. Assertiveness (concern for self) refers to an attempt to confront the other party; and Cooperation (concern for others) refers to an attempt to find an agreeable solution.
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Conflict Management Strategies

High Assertiveness
(Motivation to satisfy ones own interest)

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Low Assertiveness

Concern for Self Concern for Others

(motivation to satisfy High Low Other partys Cooperation Cooperation 17 Interest)

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Conflict Handling/Resolution Styles

Avoiding Style (Lose-Lose)
Unassertive and uncooperative

Competing Style (win-lose)

Assertive and uncooperative

Accommodating Style (Lose-Win)

Unassertive and cooperative

Collaborating Style (win-win)

Assertive and cooperative

Compromising Style (no win-no lose)

Intermediate level of assertive and cooperative behaviors
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Avoiding
No winners, no losers Fundamental premise: This isn't the right time or place to address this issue Strategic philosophy: Avoids conflict by withdrawing, sidestepping, or postponing When to use:
When the conflict is small and relationships are at stake When you're counting to ten to cool off When more important issues are pressing and you feel you don't have time to deal with this particular one When you have no power and you see no chance of getting your concerns met. When you are too emotionally involved and others around you can solve the conflict more successfully. When more information is needed.

Drawbacks:
Important decisions may be made by default. Postponing may make matters worse.
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Competing
I win, you lose Fundamental premise: Associates "winning" a conflict with competition Strategic philosophy: When goals are extremely important, one must sometimes use power to win When to use:
When you know you are right When time is short and a quick decision is needed When a strong personality is trying to steamroller you and you don't want to be taken advantage of When you need to stand up for your rights

Drawbacks:
Can escalate conflict Losers may retaliate
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Accommodating

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I lose, you win Fundamental premise: Working toward a common purpose is more important than any of the peripheral concerns; the trauma of confronting differences may damage fragile relationships Strategic philosophy: Appease others by downplaying conflict, thus protecting the relationship When to use:
When an issue is not as important to you as it is to the other person When you realize you are wrong When you are willing to let others learn by mistake When you know you cannot win When it is not the right time and you would prefer to simply build credit for the future When harmony is extremely important When what the parties have in common is a good deal more important than their differences

Drawbacks:
One's own ideas don't get attention

Credibility and influence can be lost

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Collaborating
I win, you win Fundamental premise: Teamwork and cooperation help everyone achieve their goals while also maintaining relationships. Strategic philosophy: The process of working through differences will lead to creative solutions that will satisfy both parties' concerns. When to use:
When there is a high level of trust.

When you don't want to have full responsibility

When you want others to also have "ownership" of solutions. When the people involved are willing to change their thinking as more information is found and new options are suggested.

Drawbacks:
The process takes lots of time and energy. Some may take advantage of other people's trust and openness.
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Compromising
You bend, I bend Fundamental premise: Winning something while losing a little is OK. Strategic philosophy: Both ends are placed against the middle in an attempt to serve the "common good" while ensuring each person can maintain something of their original position. When to use:
When people of equal status are equally committed to goals. When time can be saved by reaching intermediate settlements on individual parts of complex issues. When goals are moderately important.

Drawbacks:
Important values and long-term objectives can be derailed in the process.
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