Institute Of Management Studies

D AVV, In d o re

CONFLICT

Submitted to – Submitted by –
Mrs. SAPNA PREMCHANDANI PAWAN PATIDAR
Faculty IMS, DAVV GAURAV BHAWSAR
NAMITA JAIN
TEJSINGH
 CONFLICT
Definition :-
A Process that begins when one
party perceives that another party
has negatively affected, or is about to
negatively affect, something that the
first party cares about.
 CONFLICT
It consists wide range of Conflicts
that people experience in
organisation like-

Incompatibility of goals
Differences over interpretation of
facts
Disagreements based on behavioral
expectations
 Various Views Of Conflict
1.Traditional view of conflict.
2.Human relation view of conflict.
3.Interactionist view of conflict.
 The Traditional View
The belief that all conflict is
harmful and must be avoided.
The Human Relations View
The belief that conflict is a natural and
Inevitable outcome in any group.
 The Interationist View
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.
 FUNCTIONAL VS.
DYSFUNCTIONAL
CONFLICT
Functional Conflict :-
Conflict that supports the goal of the group
and improves its performance.
Dysfunctional conflict :-
conflict that hinder group performance.
 TYPES OF CONFLICT
Ø Ta s k c o n f lic t

Ø Relationship conflict

Ø Process conflict
TYPES OF CONFLICT
Ø Interpersonal conflict
Ø Intrapersonal conflict
Ø Intergroup conflict
Ø Intragroup conflict
 THE CONFLICT
PROCESS

Potential Cognition & intentions behavior outcomes

opposition personalization

Conflict holding Increased group performanc

Perceived conflict Intentions
Antecedent conditions •Competing Overt conflict
•Communication •Collaborating •Party’s behavior
•Structure •Compromising •Other’s reaction
•Personal variables Decreased group performan
Felt conflict •Avoiding
•Accommodating
 STAGE I
Potential opposition or incompatibility
Antecedent conditions
§ Communication
§ Structure
§ Personal variables
COMMUNICATION
STRUCTURE
PERSONAL VARIABLES

vs.
 STAGE II
Cognition & personalization

Pe rc e ive d c o n flic t Fe lt c o n flic t

STAGE III: IN TEN TION S
In t e n t io n s
In t e rv e n e b e t w e e n p e o p le ’s p e rc e p t io n s
a n d e m o t io n s a n d t h e ir o v e rt b e h a v io r.

Cooperativeness:
•Attempting to satisfy the other party’s concerns.
Assertiveness:
•Attempting to satisfy one’s own concerns.
N S OF CON FLICT-H AN D LIN G IN
STAGE IV: BEH AV IOR
ON FLICT-IN TEN SITY CON TIN UU
 S t a g e V: Ou t c o m e s

Fu n c t io n a l Ou t c o m
D yessf u n c t io n a l Ou t c o m
Functional Outcomes from Conflict
§In c re a s e d g ro u p
p e rfo rm a n c e
§Im p ro v e d q u a lit y o f
d e c is io n s
§S t im u la t io n o f c re a t iv it y
a n d in n o v a t io n
§En c o u ra g e m e n t o f
in t e re s t a n d c u rio s it y
§P ro v is io n o f a m e d iu m fo r
p ro b le m - s o lv in g
§Cre a t io n o f a n
e n v iro n m e n t fo r s e lf-
 DYSFUNCTIONAL
OUTCOMES FROM CONFLICT
§ Development of discontent
§ Reduced group effectiveness
§ Retarded communication
§ Reduced group cohesiveness
§ Infighting among group members overcomes
group goals
CONFLICT MANAGEMENT
TECHNIQUE
A. Conflict Resolution technique
1. Problem solving
2. Superordinate goals
3. Expansion of resources
4. Avoidance
5. Smoothing
6. Compromise
7. Authoritative command
8. Altering the human
variables
9. Altering the structural
variables
B. Conflict stimulation techniques
1. Communication
2. Bringing in outsiders
3. Restructuring the organization
4. Appointing a devil’s advocate