Conflict management is a regular function

of HRM as conflict is obvious and essential

for the innovation and development of the
organization.

Conflict management is the process of

designing effective strategies to minimize
the dysfunctions of conflict and enhancing
the constructive functions of conflict in
order to enhance learning and
effectiveness of an organization. M.
Afzalur Rahman (2001).

Conflict management is the process of

resolving and stimulating conflict
depending on the situation.- Gregory
Moorhead and Ricky W. Griffin (1999).

Dimensions
of Difficult to Resolve
Issues
Issue in question Matter of principle values,
ethics or precedent a key part
of the issue.

Easy to Resolve

Divisible issue- issue

can be easily divided
into small parts, pieces,
units.
Size of stakes
Large big consequences.
Smalllittle,insignificant
consequences.
Interdependence Zero sum- what one wins, Positive sum- both
of parties
the other loses.
believe that both can do
better
than
simply
distributing
current
outcomes.
Continuity
of Single transaction- no past or Long-term relationshipinteraction
future.
expected interaction in
the future.

Structure
parties

of

the Disorganized- un- Organizedcohesive,

weak cohesive,
leadership.
leadership.

strong

Involvement of third No neutral third Trusted, powerful,

parties
party available.
prestigious
third
party available.

Perceived progress Unbalanced

one
of the conflict.
party feels more
harm and will want
revenge
and
retribution whereas
stronger
party
wants to maintain
control.

Balancedboth
parties suffer equal
harm and equal
gain; both may be
more willing to call
it a draw.

1. Integrating Style

Involves parties confront the issue and

cooperatively identify the problem, generate
and weigh alternative solutions, and select a
solution.

2. Obligating Style

The party who is obliging to the other party

neglects his or her own concern to satisfy the
concern of the other party.
This style often called smoothing, involves
playing down differences while emphasizing
commonalities

3. Dominating Style

The parties to the conflict try to ignore the

other partys concern and heighten own
concern and try to win at the cost of other.

4. Avoiding Style
Parties to the conflict either passively
withdraw from the problem or actively
suppress the issue.
5. Compromising Style
This is a give and take approach involving
moderate concern for both self and others.

Conflict Style

Situations appropriate

Situations Inappropriate

Integrating

1. Issues are complex.

2. Synthesis of ideas is
needed to come up with
better solutions.
3. Commitment is needed
from other parties for
successful
implementation.
4. Time is available for
problem solving.
5. One party along cannot
solve the problem.
6. Resources possessed by
different parties are
needed to solve their
common problems.

1. Task or problem is
simple.
2. Immediate decision is
required.
3. Other
parties
are
unconcerned
about
outcome.
4. Other parties do not
have problem-solving
skills.

Conflict Style

Situations
appropriate

Situations
Inappropriate

Avoiding

1. Issue is trivial.
2. Potential
dysfunctional
effect
of
confronting the
other
party
outweighs benefits
of resolution.
1. cooling off period
is needed.

1. Issue is important
to you.
2. It
is
your
responsibility to
make decision.
3. Parties
are
unwilling to defer;
issue must be
resolved.
4. Prompt attention is
needed.

Conflict Style

Situations appropriate Situations

Inappropriate

Compromising

1. Goals of parties are 1. One party is more

mutually exclusive.
powerful.
2. Parties are equally 2. Problem is complex
powerful.
enough
needing
3. Consensus cannot be
problem-solving
reached.
approach.
4. Integrating
or
dominating style is not
successful.
5. Temporary solution to
a complex problem is
needed.
6. Resources possessed
by different parties
are needed to solve
their
common
problems

Conflict Style

Situations appropriate Situations

Inappropriate

Obliging

1. You believe that you 1. Issues are important

may be wrong.
to you.
2. Issue is more important 2. You believe that you
to the other party.
are right.
3. you are willing to give
up
something
in 3. the other party is
wrong or unethical.
exchange
for
something from the
other party in the
future.
4. You are dealing from a
position of weakness.
5. Preserving relationship
is important.

Conflict Style

Situations appropriate

Situations Inappropriate

Dominating

1. Issue is trivial.
2. Speedy decision is
needed.
3. Unpopular course of
action is implemented.
4. Necessary to overcome
assertive subordinates.
5. Unfavorable decision
by the other party may
be costly to you.
6. Subordinates
lack
expertise
to
make
technical decisions.
7. Issue is important to
you.

1. Issue is complex.
2. Issue is not important
to you.
3. Both parties are equally
powerful.
4. Decision does not have
to be made quickly.
5. Subordinates possess
high
degree
of
competence.

1. Contending strategy.

Actors of the conflict pursue their own outcomes

strongly and show little concern for whether the
other party obtains his/her desired outcomes.
Parties use threats, punishment, intimidation,
and unilateral action consistent with a
contending approach.
It is also competing or dominating strategy.

2. Yielding strategy.
Parties with this strategy show little
interest or concern to attain their own
outcomes, but are interested to see other
party to attain his/her own outcomes.
Yielding strategy involves with lowering ones
own aspirations to let the other win and
gain what he/she wants.
It is also known as accommodating or
obliging strategy.

3. Inaction strategy.
Actors show little interest or concern to
attain their own interest as well as the
attainment of other partys outcomes.
Parties prefer to retreat, be silent and still,
or do nothing.
This strategy is also known as withdrawal or
passivity strategy.

4. Problem-solving strategy.
Actors show high concern for attaining their
own outcomes and high concern for the
attainment of others outcomes too.
Parties actively pursue approaches to
maximize their joint outcome from the
conflict, so that both parties win.
This strategy is also called collaborating or
integrating strategy.

5. Compromising strategy.
Parties

employ moderate effort to pursue

ones own outcomes and a moderate effort
to help the other party achieve his/her
outcomes

1. Organizational learning and effectiveness.

Conflict

management strategies should be

designed to enhance organizational learning
and long-term effectiveness.

2. Needs of stakeholders.
Conflict management strategies should be
designed to satisfy the needs and
expectations of the strategic constituencies/
stakeholders and to attain a balance among
them.

3. Ethics
Conflict management strategies should have
a free and open information flow system
among the all types of stakeholders. It will
promote ethically managed organizationally
conflict.

Concern
solving

Yielding

for

Problem

Compromising

others
outcomes
Inaction

Contending

--------------------------------------------------------Concern for own outcomes

1. Diagnosis
2. Intervention
3. Conflict
4. Learning and Effectiveness