conflict management
TRANSCRIPT
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Conflict Management
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What do we mean by conflict ?
• Conflict is the opposition or antagonistic attitude to an issue.
• The process in which one party perceives that its interests are being opposed by another party.
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Conflict in Organisations
A disagreement between two or
more persons or work groups
resulting from an incompatibility of
goals, resources, expectations,
perceptions, or values.
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A Conflict may be either…..
• Constructive / Positive
– Generally around an issue
– Communication is intact
– Alternative views add depth and richness
• Destructive / Dysfunctional
– About a personality clash
– Noise and anger in place of communication
– Stands are frozen
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Conflict in Organisations : Pros & Cons
• Stimulates critical analysis
• Precursor to change
• Clears the air
• Conflict between groups generates cooperation within groups
• Interferes with normal functioning
• Encourages emotions, not reason
• Attention focused away from org. goals toward personal goals
• No place in crisis organisations
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Some Causes of Conflict
• Incompatible personalities or value systems
• Overlapping responsibilities
• Competition for limited resources
• Inadequate communication
• Unclear organisational policies
• Unreasonable deadlines
• Inter-dependence
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Types of Organisational Conflict
• Role conflict : disagreements about role requirements (expectations)
• Inter-personal conflict : between two or more people
• Inter-group conflict : between groups eg departments, sections, work teams etc
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Forms of Role Conflict
• Inter-sender conflict
• Intra-sender conflict
• Inter-role conflict
• Person-role conflict
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Inter-sender Role Conflict
When a supervisor expects a subordinate to behave in ways that are in disagreement with the requirements of the job, the reward system, or with the expectations of others.
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Intra-sender Role Conflict
When one role sender (eg.
Supervisor) sends two or more
contradictory sets of expectations.
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Inter-role & Person-role Conflict
• Inter-role : When the demands or expectations associated with two or more roles conflict.
• Person-role : When the expectations of a role are incompatible with the unique qualities of the individual occupying the role.
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Inter-personal Conflict
• Over scarce resources ( eg budgets, facilities)
• Over goals (objectives, values)
• Over means ( policies, procedures, tactics)
• Over facts (communication, information flow, perception)
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Inter-unit Conflicts : Causes
• Task inter-dependencies – For information, service, performance
needed to accomplish unit goals– Usually occur when demand is increasing,
supply is decreasing, roles are unclear
• Task dependencies– The relatively independent unit may be
prone to not co-operate– Power differentials between units can
contribute
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Inter-unit Conflicts : Causes
• Inconsistent rewards & performance criteria between units/departments eg sales & manufacturing
• Differentiation between units ( in structure, process, leading to different sub-cultures). This may effect– Goal orientation– Time orientation– Formality of structure– Supervisory styles
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Sources of Conflict in Organisations
Sources of Conflict
Incompatilbe goals
Different values & beliefs
Task interdependenceScarce resources
Ambiguous rules
Communication problems
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Conflict Resolution Strategies
• Passive resolution
• Win-lose resolution
• Integrative resolution
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Passive Resolution
– Both parties are very rigid
– Conflict situation is about to change
– Smooth over by being supportive, concerned, reassuring
– Withdraw by avoiding situation, take no stand
– Smoothing over is a more sensitive approach, whereas withdrawal adds to frustration of individuals involved in conflict
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Win-lose Resolution
• Some situations are such that one party’s gain is another’s loss
• Force settlement by taking sides
• Losers are likely to engage in non-productive behaviours– Filter communication to winner– Make non-committal statements– Fail to identify with goals of organisation
• Thus energy, creativity, & intelligence of losers is lost
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Win-lose Resolution
• Resort to rules : more impersonal, may ignore some viable options
• Use voting : democratic but time-consuming, may not give ‘best’ solution
• Seek compromise : both give a little, may be preferable to win-lose
• Get help from impartial expert : referees, bargaining, negotiation
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Integrative Resolution
• Mutual problem solving; collaboration; win-win
• Change spatial arrangements to remove ‘we-they’ distinction
• Reduce group size for easy discussion
• Train group leaders in problem solving
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Integrative Resolution
• Develop sensitivity amongst all; train in reflective listening
• Share information equally
• Deal with problems immediately
• Insist on consensus of both parties
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Minimising Conflict
• Emphasise superordinate goals
• Reduce differentiation
• Improve communication
• Reduce task inter-dependence
• Increase resources
• Clarify rules & procedures