CONFLICTCONFLICT

MANAGEMENTMANAGEMENT

Organizational ConflictOrganizational Conflict

The struggle that The struggle that arises when the arises when the goal-directed goal-directed behavior of one behavior of one person or group person or group blocks the goal-blocks the goal-directed behavior of directed behavior of another person or another person or group.group.

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LEARNING OBJECTIVESLEARNING OBJECTIVES

• To define conflict, conflict management, sources of To define conflict, conflict management, sources of conflictconflict

• To understand the importance of utilizing appropriate To understand the importance of utilizing appropriate personnel management skill to deal with conflictspersonnel management skill to deal with conflicts

• To review typical conflicts one is involved, and possible To review typical conflicts one is involved, and possible methods generally usedmethods generally used

• To become familiar with necessary skills in resolving To become familiar with necessary skills in resolving conflictsconflicts

ORGANIZATIONAL ORGANIZATIONAL CONFLICTCONFLICT

In organizations everywhere, conflict among different interest In organizations everywhere, conflict among different interest is inevitable and sometime the amount of conflict is is inevitable and sometime the amount of conflict is substantial. One survey reported that managers spends substantial. One survey reported that managers spends an estimated 20% of time dealing with conflict .an estimated 20% of time dealing with conflict .

• Organizational conflict is the discord that arises when the "goals, Organizational conflict is the discord that arises when the "goals, interests or values of different individuals or groups are interests or values of different individuals or groups are incompatible and those individuals or groups block or thwart one incompatible and those individuals or groups block or thwart one another's attempts to achieve their objective," says Gareth R. another's attempts to achieve their objective," says Gareth R. Jones and Jennifer M. George's book, "Contemporary Jones and Jennifer M. George's book, "Contemporary Management." Management."

• A process that occurs when a person or group believes that A process that occurs when a person or group believes that others have or will take action that is at odds with their own goals others have or will take action that is at odds with their own goals and interests.and interests.

• Conflict is any situation in which two or more parties feels Conflict is any situation in which two or more parties feels themselves in oppositions themselves in oppositions

• Conflict is an interpersonal process that arises from Conflict is an interpersonal process that arises from disagreement over the goals to attain or methods to be used to disagreement over the goals to attain or methods to be used to accomplish the goals .accomplish the goals .

SOURCES OF CONFLICTSOURCES OF CONFLICTCONFLICT RESULTS FROM

DIFFERENCE IN GOALS AND METHODS

TASK INTERDEPENDENCE

AMBIGUITY OF ROLES

POLICIES AND RULES

PERSONALITY DEFFERENCES

INEFFECTIVE COMMUNICATION

COMPETETION OVER SCARCE RESOURSE

DIFFERENCES IN ATTIUDE , BELIEFS AND EXPERIENCES

Interpersonal Causes of Interpersonal Causes of ConflictConflict

Conflict

CompetitiveRewardSystems

Faulty Communication

PersonalCharacteristics

FaultyAttribution

Organizational Sources of Organizational Sources of ConflictConflict

Conflict

Competition overScarce Resources

Differences inPower, Status,

Culture

Ambiguity overJurisdiction

GroupIdentification

WHAT IS CONFLICT WHAT IS CONFLICT MANAGEMENTMANAGEMENT

Conflict management is the practice of identifying and handling conflict in a sensible, fair and efficient manner

WAYS OF DIFFERENTIATING WAYS OF DIFFERENTIATING CONFLICT CONFLICT

1. FUCTIONAL AND 1. FUCTIONAL AND DYSFUNCTIONAL CONFLICT.DYSFUNCTIONAL CONFLICT.

• Functional conflict: works toward the goals of an organization or group• Dysfunctional conflict: blocks an organization or group from reaching its goals

•Dysfunctional high conflict: what you typically think about conflict•Dysfunctional low conflict: an atypical viewLevels vary among groups

WAYS OF DIFFERENTIATING WAYS OF DIFFERENTIATING CONFLICTCONFLICT

• Functional conflictFunctional conflict““Constructive Conflict”--Mary Parker Follett (1925)Constructive Conflict”--Mary Parker Follett (1925)

Increases information and ideasIncreases information and ideas

Encourages innovative thinkingEncourages innovative thinking

Unshackles different points of viewUnshackles different points of view

Reduces stagnationReduces stagnation

• Dysfunctional high conflict

Tension, anxiety, stress Drives out low conflict tolerant people Reduced trust Poor decisions because of withheld or distorted information Excessive management focus on the conflict

• Dysfunctional low conflict

Few new ideasPoor decisions from lack of innovation and informationStagnationBusiness as usual

WAYS OF DIFFERENTIATING WAYS OF DIFFERENTIATING CONFLICTCONFLICT

INTRAIINDIVIDUALCONFLICT

INTERPERSONAL CONFLICT

INTERGROUP CONFLICT

INTER ORGANIZATIONAL CONFLICT

LEVELS OF ORGANIZATIONAL LEVELS OF ORGANIZATIONAL CONFLICTCONFLICT

WAYS OF DIFFERENTIATING WAYS OF DIFFERENTIATING CONFLICTCONFLICT

TYPES

APPROACH – APPROACH CONFLICT

APPROACH –AVOIDANCE CONFLICT

AVOIDANCE – AOIDANCE CONFLICT

INTRAINDIVIDUAL CONFLICTINTRAINDIVIDUAL CONFLICT : Occurs : Occurs within an individualwithin an individual

• Conflict due to Frustration.Conflict due to Frustration.

• Goal conflict.Goal conflict.

• Role conflict and ambiguityRole conflict and ambiguity

TYPES

INTERROLE

INTRAROLE

THE PERSON AND THE ROLE

Conflict due to FrustrationConflict due to Frustration

• Frustration occurs when a Frustration occurs when a motivated drive is blocked motivated drive is blocked a person reaches a desired a person reaches a desired goal. The barrier may be goal. The barrier may be either overt or covert. either overt or covert.

• Frustration from barrier Frustration from barrier can cause aggression , can cause aggression , withdrawal, fixation( were withdrawal, fixation( were employees adopt to the employees adopt to the barrier) and compromise barrier) and compromise (employee live outside the (employee live outside the job , he compromises by job , he compromises by doing something else)doing something else)

• Frustration can also lead Frustration can also lead to positive results for to positive results for employees who have high employees who have high need of self achievement need of self achievement and self efficacy. Such and self efficacy. Such employees performs better employees performs better by trying harder.by trying harder.

Goal Conflict Goal Conflict Another common source of intra individual conflict can result Another common source of intra individual conflict can result

from the goal which has both positive or negative features from the goal which has both positive or negative features or when there are two or more competitive goals existing.or when there are two or more competitive goals existing.

There are 3 types of goal conflictThere are 3 types of goal conflict• Approach – approach conflictApproach – approach conflict :The condition arises :The condition arises

when an individual is motivated to approach 2 or more when an individual is motivated to approach 2 or more positive but mutually exclusive goals .positive but mutually exclusive goals .

• Approach – avoidance conflictApproach – avoidance conflict : The condition arises : The condition arises when and individual is motivated to approach the goal and when and individual is motivated to approach the goal and at the same time he is motivated to avoid it .at the same time he is motivated to avoid it .

• Avoidance- avoidance conflict : Avoidance- avoidance conflict : This condition arises This condition arises when an individual is motivated to avoid two or more when an individual is motivated to avoid two or more negative but mutually exclusive goals . negative but mutually exclusive goals .

Role conflict and Ambiguity Role conflict and Ambiguity ..

There are three types of role conflict which an individual face in There are three types of role conflict which an individual face in an organizations . They are:an organizations . They are:

• The person and the role conflict : The person and the role conflict : It occurs when there It occurs when there is a conflict between the persons personality and the is a conflict between the persons personality and the expectations out of the role he is playing.expectations out of the role he is playing.

• Intrarole Conflict:Intrarole Conflict: It occurs when an individual faces It occurs when an individual faces contradictory expectations of about how a given role contradictory expectations of about how a given role should be playedshould be played

• Interrole Conflict Interrole Conflict : Results when the same individual : Results when the same individual plays different roles at the same time .plays different roles at the same time .

WAYS OF DIFFERENTIATING WAYS OF DIFFERENTIATING CONFLICTCONFLICT

INTERPERSONAL CONFLICTINTERPERSONAL CONFLICT : : Also known as Also known as intra group conflict results from personality intra group conflict results from personality problems and defect in the other party .Some problems and defect in the other party .Some sources of interpersonal conflict are :sources of interpersonal conflict are :

• Personal differencesPersonal differences• Informational deficiencyInformational deficiency• Role incompatibilityRole incompatibility• Environmental stress like downsizing, shirking resources, Environmental stress like downsizing, shirking resources,

competitive pressure or high degree of uncertaintycompetitive pressure or high degree of uncertainty

Interpersonal Conflict Handling Interpersonal Conflict Handling StylesStyles

Avoiding StyleAvoiding Style Unassertive and uncooperativeUnassertive and uncooperative

Forcing StyleForcing Style Assertive and uncooperativeAssertive and uncooperative

Accommodating StyleAccommodating Style Unassertive and cooperativeUnassertive and cooperative

Collaborating StyleCollaborating Style Assertive and cooperative Assertive and cooperative

Compromising StyleCompromising Style Intermediate level of assertive and Intermediate level of assertive and

cooperative behaviorscooperative behaviors

WAYS OF DIFFERENTIATING WAYS OF DIFFERENTIATING CONFLICTCONFLICT

• INTERGROUP BEHAVIOR OR INTERGROUP BEHAVIOR OR CONFLICTCONFLICT

Such conflict occurs whenever individual belonging to one group interacts Such conflict occurs whenever individual belonging to one group interacts collectively or individually with another group in terms of there reference collectively or individually with another group in terms of there reference group identification. Antecedent conditions for such conflicts are:group identification. Antecedent conditions for such conflicts are:

• Competition for resources : scarcity of resources and servicesCompetition for resources : scarcity of resources and services

• Task interdependence : 2 groups depends upon one another in mutual waysTask interdependence : 2 groups depends upon one another in mutual ways

• Jurisdictional ambiguity: May involve turf problems or overlapping Jurisdictional ambiguity: May involve turf problems or overlapping responsibility. Often occurs when one group attempts to assume more responsibility. Often occurs when one group attempts to assume more control and take credits of desirable activitiescontrol and take credits of desirable activities

• Status struggle : Conflict occurs when one group attempts to improve its Status struggle : Conflict occurs when one group attempts to improve its status and another group view it as a threat in the status hierarchy.status and another group view it as a threat in the status hierarchy.

WAYS OF DIFFERENTIATING WAYS OF DIFFERENTIATING CONFLICTCONFLICT

ORGANIZATIONAL CONFLICTORGANIZATIONAL CONFLICT

– Between two or more organizationsBetween two or more organizations

- competition- competition– Examples: suppliers and distributors, Examples: suppliers and distributors,

especially with the close links now especially with the close links now possiblepossible

Pondy’s Stages of conflictPondy’s Stages of conflict• Latent conflictLatent conflict: There is no actual conflict; however, : There is no actual conflict; however,

the potential for conflict to arise is present because of the potential for conflict to arise is present because of the sources of conflict previously identified.the sources of conflict previously identified.

• Perceived conflictPerceived conflict: Each party searches for the origins : Each party searches for the origins of the conflict, defines why the conflict is emerging, of the conflict, defines why the conflict is emerging, analyzes the events that led to its occurrence, and analyzes the events that led to its occurrence, and constructs a scenario that accounts for the problems it constructs a scenario that accounts for the problems it is experiencing with other parties.is experiencing with other parties.

• Felt conflictFelt conflict: The parties in conflict develop negative : The parties in conflict develop negative feelings about each other.feelings about each other.

• Manifest conflictManifest conflict: One party decides how to react to : One party decides how to react to or deal with the party that it sees as the source of the or deal with the party that it sees as the source of the conflict, and both parties try to hurt each other and conflict, and both parties try to hurt each other and thwart each other’s goals.thwart each other’s goals.

• Conflict aftermathConflict aftermath: Every conflict episode leaves a : Every conflict episode leaves a conflict aftermath that affects the way both parties conflict aftermath that affects the way both parties perceive and respond to a future conflict episode.perceive and respond to a future conflict episode.

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Costs & Benefits of ConflictCosts & Benefits of Conflict

• Costs of ConflictCosts of Conflict• Negative Negative

emotions and emotions and stressstress

• StereotypingStereotyping• Faulty decision Faulty decision

makingmaking

• Benefits of Benefits of ConflictConflict

• Discussion of Discussion of problemsproblems

• Basis for changeBasis for change• Increase in Increase in

motivation and motivation and loyaltyloyalty

Methods to deal with conflictsMethods to deal with conflicts

• CompetitionCompetition (win-lose situation) (win-lose situation)• AccommodationAccommodation (win-win situation)(win-win situation)• AvoidanceAvoidance (lose-lose situation)(lose-lose situation)• CompromiseCompromise (lose-lose situation)(lose-lose situation)

• CollaborationCollaboration (win-win situation(win-win situation))

THOMAS KILMAN CONFLICT MODE THOMAS KILMAN CONFLICT MODE INSTRUMENTINSTRUMENT

Advice to ManagersAdvice to Managers• Recognize that conflict is an enduring part Recognize that conflict is an enduring part

of organizational behavior, and develop the of organizational behavior, and develop the skills to be able to analyze and manage it.skills to be able to analyze and manage it.

• When conflict occurs, try to identify its When conflict occurs, try to identify its source and move quickly to intervene to find source and move quickly to intervene to find a solution before the problem escalates.a solution before the problem escalates.

• Whenever you make an important change to Whenever you make an important change to role and task relationships, always consider role and task relationships, always consider whether the change will create conflict. whether the change will create conflict. Recognize that good organizational design Recognize that good organizational design can prevent conflict from emerging.can prevent conflict from emerging.

• Recognize that the appropriateness of a Recognize that the appropriateness of a conflict management strategy depends on conflict management strategy depends on the source of the conflict.the source of the conflict.

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Steps to resolve conflictsSteps to resolve conflicts• Assure privacyAssure privacy• Empathize than sympathizeEmpathize than sympathize• Listen activelyListen actively• Maintain equityMaintain equity• Focus on issue, not on Focus on issue, not on

personalitypersonality• Avoid blameAvoid blame• Identify key themeIdentify key theme• Re-state key theme Re-state key theme

frequentlyfrequently• Encourage feedbackEncourage feedback• Identify alternate solutionsIdentify alternate solutions• Give your positive feedbackGive your positive feedback• Agree on an action planAgree on an action plan

How to prevent conflictsHow to prevent conflicts

• Frequent meeting of your teamFrequent meeting of your team• Allow your team to express openlyAllow your team to express openly• Sharing objectivesSharing objectives• Having a clear and detailed job Having a clear and detailed job

descriptiondescription• Distributing task fairlyDistributing task fairly• Never criticize team members Never criticize team members

publiclypublicly• Always be fair and just with your teamAlways be fair and just with your team• Being a role modelBeing a role model

ConclusionConclusion

• Poorly managed conflictsPoorly managed conflicts– Unfavorable with counter productive Unfavorable with counter productive

resultsresults– Problems and negative attitudeProblems and negative attitude

• Well managed conflictsWell managed conflicts– Stimulate competitionStimulate competition– Identify legitimate differencesIdentify legitimate differences– Powerful source of motivationPowerful source of motivation

SummarySummary

• Conflict management is the Conflict management is the responsibility of all employeesresponsibility of all employees

• Understanding your style can assist Understanding your style can assist in working with othersin working with others

• All styles have their place, but All styles have their place, but collaboration is best for most work collaboration is best for most work situationssituations