CONFLICT

DEFINITION
• Conflict means collision & disagreement.
“ 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.”
“ A disagreement between two or more

individuals or groups, with each

individual or
group trying to gain acceptance of

its views or objectives over others.”

 features
• Conflict occurs when individuals are
not able to choose among the
available alternative courses of
action.
• Conflict between two individuals
implies that they have conflicting
perceptions, values & goals.
• Dynamic process as it indicates a
series of events. Each conflict is
made up of a series of interlocking
conflict episodes.
• Conflict must be perceived by the
 Changing views of conflict
Traditional View
 Current View


• Conflict is avoidable • Conflict is inevitable

• Caused by (predictable,
management error unavoidable)
in designing • Causes- Organizational
organizations or by structure, differences in
trouble makers. goals, etc.
• It disrupts the • It contributes & detracts
organization & from organizational
prevents optimal performance in varying
performance. degrees.
• Task of the • Task of management is to
management is to manage the level of
eliminate conflict. conflict & its resolution
• Optimal for optimal organizational
Organizational performance.
Functional & dysfunctional
conflict
• Functional conflicts support the
goals of the group and improve its
performance, whereas
dysfunctional conflicts hinder
group performance.
Functional
  Dysfunctional
Conflict Conflict
• Release of Tension • High Employee
• Analytical Thinking Turnover
• Group • Tensions
Cohesiveness • Dissatisfaction
• Competition • Climate of Distrust
• Challenge • Personal Vs
• Stimulation for Organizational
Change Goals
• Identification of • Conflict as a Cost
Weaknesses •
• Awareness
 The Process of conflict

Aftermath of
Preceding
Episode
Environmental
Latent Conflict Effects
Organizatio
nal
and Extra - Perceived Attention -
Felt Conflict
Organizatio Conflict Focus and
nal Diversion
Tensions Mechanisms

Conflict Manifest
Conflict Strategic
Resolution Considerati
Mechanisms ons
Conflict
Aftermath
 The Process of conflict
• Latent Conflict. Latent conflict is
essentially conflict waiting to happen.
• Felt Conflict. Felt conflict is experienced
as discomfort and tension.
• Perceived Conflict. Perceived conflict is
the awareness that we are in a conflict
situation.
• Manifest Conflict. After conflict is
perceived and felt, it may or may not
become open, or manifest.
• Conflict Aftermath. Conflict is likely to
Levels of conflict
 Inter Group Conflict
Task Interdependence
Task Ambiguity
Goal Incompatibility
Limited Resources
Reward System

Intra - Group Conflict

Disputes between Family Members

Organizational Level
Interpersonal Conflict
TA
Johari Window
Life Positions

Intra - Personal
Conflict from Frustration
Goal Conflict
Role Conflict
 Transactional Analysis

P P P P
P P

S
S
A A A A
A A R

C C C C C C

Complimentary TransactionsCrossed Transactions Ulterior Transactions

 Johari Window
Feedback

Known to SelfNot Known to Self

Known to Others Open Area Blind Area

Disclosu
re

Not Known to OthersHidden Area Unknown Area

 Life Positions

Positive Im OK Im OK
U r NOT OK You are OK

Im NOT OK Im NOT OK
Negative U R NOT OK You are OK

Negative Positive
 Conflict management
• Conflict is destructive in nature and it
should be resolved as soon as possible
after it has developed, but all efforts
should be made to prevent it from
developing.
a)Preventive Measures
b)Curative Measures
Preventive
  Curative
Measures Measures
 

• Establishing • Avoidance
Common Goals • Competing
• Reduction of • Collaboration
Interdependence
• Accommodating
• Reduction in Shared
• Compromise
resources
• Trust &
Communication
• Coordination
• Exchange of
Personnel