8 conflict management

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Amity Business School

CONFLICT MANAGEMENT




• Conflict

• Levels of conflict

• Conflict situations in organizations

• Stages of conflict

• Know your Conflict handling style – conflict

management

Session outline




NEED…




It occurs whenever disagreements exist in a socialsituation over issues of substance and/ or emotionalantagonisms.

CONFLICT




Transitions in Conflict Thought• Traditional View of Conflict

The belief that all conflict is harmful and must beavoided.

• Human Relations View of Conflict

The belief that conflict is a natural and inevitableoutcome in any group.

• Interactionist View of Conflict

The belief that conflict is not only a positive force in agroup but that it is absolutely necessary for a group toperform effectively.




Levels of conflict• Conflict within individual

• Conflict between individuals or

interpersonal• Intergroup conflict and

• Inter-organizational conflict




Conflict within individualWhat is it?

Source?

Approach- approach conflict

Avoidance- avoidance conflict

Approach- avoidance conflict

Multiple Approach- avoidance conflict



Amity Business SchoolTypes of Conflict

Task ConflictConflicts over content and goals of the work.

Relationship Conflict

Conflict based on interpersonal relationships.

Process Conflict

Conflict over how work gets done.




Conflict outcomes in organizations

• Functional Conflict / Constructive conflict

Conflict that supports the goals of the group and improves itsperformance.

• Dysfunctional Conflict / Destructive Conflict

Conflict that hinders group performance.




Conflict situations in organizations




Types of conflict situations experienced by managers

Vertical conflict

Horizontal conflict

Line- staff conflict

Role conflict




CHALLENGES FOR MANAGERS INUNDERSTANDING CONFLICT

SITUATIONS IN ORGANIZATIONS




• Key differences of opinion

Over the facts

Over the methodsOver the goal

Over values

• Reasons for these key differences on the

opinionInformation

Perceptions

Roles

Explanations for the conflict situations




POSSIBLE ANTECEDENT CONDITIONS TO CONFLICT

Work flow interdependence

Asymmetry

Role or domain ambiguity

Resources scarcity




The Stages of Conflict

Antecedent conditions

Manifest Conflict

Conflict Resolution or Suppression

Conflict aftermath

Perceived Conflict Felt Conflict




Perceived Conflict Awareness by one or more parties of the existence of conditionsthat create opportunities for conflict to arise.

Felt ConflictEmotional involvement in a conflict creating anxiety, tenseness,

frustration, or hostility.




Conflict management




Outcomes• Lose –lose conflict

• Win – lose conflict

• Win- win conflict




Conflict Management styles

Avoidance

Forcing/ competition/authoritative command

Smoothing/ accommodating

Compromise

Collaborative/ problem solving




Conflict Handling Styles




TEDDY BEAR:

Lose-WinValues relationships

Over goal

SHARK:

Win-LoseValues goal over

relationships

OWL:

Win-WinValues both goal

& relationship

TURTLE:

Lose-LoseLow concern for either

goal or relationship

FOX:

Win some-Lose some

Values both but iswilling to sacrifice

certain aspects of either undercertain circumstances

High Concern for Personal Goals

Low Concern for Personal Goals

HighConcernForRela-tionships

Low

ConcernForRela-tionships




Conflict handling styles and itsmanagerial implication




Conflict-Handling style: Avoidance

• When an issue is trivial, or more important issues are pressing.

• When you perceive no chance of satisfying your concerns.

• When potential disruption outweighs the benefits of resolution.

• To let people cool down and regain perspective.• When gathering information supersedes immediate decision.

• When others can resolve the conflict effectively

• When issues seem tangential or symptomatic of other issues.




Conflict-Handling style: Forcing/ Competition

• When quick, decisive action is vital (in emergencies); onimportant issues.

• Where unpopular actions need implementing (in cost

cutting, enforcing unpopular rules, discipline).

• On issues vital to the organization’s welfare.

• When you know you’re right.

• Against people who take advantage of noncompetitivebehavior.




Conflict-Handling style: Smoothing/ Accommodation

• When you find you’re wrong and to allow a better

position to be heard.

• To learn, and to show your reasonableness.

• When issues are more important to others than toyourself and to satisfy others and maintain cooperation.

• To build social credits for later issues.

• To minimize loss when outmatched and losing.

• When harmony and stability are especially important.

• To allow employees to develop by learning frommistakes.




Conflict-Handling style: Compromise

• When goals are important but not worth the effort of

potential disruption of more assertive approaches.• When opponents with equal power are committed to

mutually exclusive goals.

• To achieve temporary settlements to complex issues.

• To arrive at expedient solutions under time pressure.• As a backup when collaboration or competition is

unsuccessful.




Conflict-Handling style: Problem Solving /

Collaboration• To find an integrative solution when both sets of concerns are too

important to be compromised.

• When your objective is to learn.

• To merge insights from people with different perspectives.

• To gain commitment by incorporating concerns into a consensus.

• To work through feelings that have interfered with a relationship.

8 conflict management

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