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Conflict Management

Directory of Human Resource Management e.Publications

June (2011) Vol.1, Issue 1

© HRMARS, Pakistanwww.hrmars.com

Prepared by:

Fatima Salam

Research Student, Department of Management Sciences, TheIslamia Univeristy of Bahwalpur.

Email: [email protected]

Conflict

When people think of the word conflict, they often think of warsor violence. However, conflict exists at all levels of society in allsorts of situations. It is easy to forget that we experience conflictevery day of our lives.


Conflict Defined

A disagreement of ideas or interests. Conflict happens whentwo or more people or groups have, or think they have,incompatible goals.

Conflict Management


It is the practice of identifying and handling conflict in asensible fair and efficient manner.

Conflict

Conflict is a fact of life.God made each of us inhis own image, but he


his own image, but healso made us unique.

Therefore some of ourviews and opinions willdiffer from those ofothers. Conflict oftenoccurs because of alack of respect for oneanother’s needs andviews.

Transitions in Conflict Thought

Traditional View of Conflict

The belief that all conflict is harmful and must beavoided.


Causes:

• Poor communication

• Lack of openness

• Failure to respond toemployee needs

Transitions in Conflict Thought(cont’d)

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 onlya positive force in a group but thatit is absolutely necessary for agroup to perform effectively.

Misunderstanding vs.Conflict

In a misunderstanding, differing parties simply do notunderstand each other or the situation, often due to thelack of clear communication.


lack of clear communication.

Conflict occurs when there is clear understanding ofdiverting ideas.

Conflicts occur because people care and feel that theirideas, values, goals, successes and relationships may bethreatened.

Types of Conflict


Types of Conflict

Communities experiencing surface orLatent conflict are those where

The disagreement can quickly turninto open conflict.


Open conflict can cause morephysical, social, psychological andenvironmental damage than the othertypes. It affects people who are notinvolved in the conflict as well as thosewho are.


CAUSES OF CONFLICT

Causes of Conflict

Conflict of aims- different goals

Conflict of ideas- different interpretations

Conflict of attitudes - different opinions

Conflict of behavior- different behaviors are


Conflict of behavior- different behaviors areunacceptable

Issues of disagreement in recent at large-scaleinclude territory, language, religion, naturalresources, ethnicity or race, migration and politicalpower. Sometimes there is more than one issue ofdisagreement.

9 Everyone agreesThey may agree to keepdifferent views but alwaysaccept the views ofothers. It may be helpfulto have a written andsigned agreement forfuture reference.


How people respond to

conflict


COMMON TYPES OF CONFLICTSIN ORGANIZATIONS

Conflicts with authority

Conflicts betweenfunctions

SOME CAUSES:


SOME CAUSES:

Unclear authoritystructure

Conflict of interests

Personal dispute (s)

Perception oforganizational

Unfair division of work

Incompetent discipline


Incompetent discipline

Absence of esprit de corp.

Interpretation

Communication

Who should do what?

Poor coordination of activities

The Root Causes ofOrganizational Conflict

CHANGE: internal change in policies, operationalprocedures, or reorganization and right-sizingcausing job insecurity; external changes by state,


causing job insecurity; external changes by state,government or legislation

Conflicting values or actions among managersand employees

The Root Causes of OrganizationalConflict (cont’d)

Poor Communicationa.Employees experience continuing surprises, they aren't

informed of new decisions, programs, etc.

b. Employees don't understand reasons for decisions, they


b. Employees don't understand reasons for decisions, theyaren't involved in decision-making.

c. As a result, employees trust the "rumor mill" more thanmanagement

Conflicting Goals and Objectives: of twodepartments; a result of poor planning

Limited Resources: lack of space, not enoughemployees, shortage of finances, outdated


employees, shortage of finances, outdatedequipment, etc.

How to Reduce WorkplaceConflicts?

Four Steps for Managers:

Developing Communication Skills

Clarification of Expectations

Practicing Interpersonal Skills

Setting up behavioural consequences


Developing Communication Skills :

Articulating and Expressing the thoughts and feelings instead ofsulking inside Giving and Receiving open Feedback Using “I”statements instead of “You” Improving Active Listening SkillsEmpathizing and being Compassionate

2. Establish clear Expectations Adopting a No-Blame

Approach Clarifying what is expected Aligning Values and

Developing Communication Skills :


Approach Clarifying what is expected Aligning Values andGoals Expectations of Standards and duty NegotiatingPerformance Standards Collaborating using Win-WinStrategy

Developing CommunicationSkills :

Practicing Interpersonal Skills

Becoming genuinely interested in People


Becoming genuinely interested in People

Separating People from Issues Being sensitive to people

Acknowledging & Appreciating Treating staff and subordinatelike family members

4. Behavioural Consequences

Removing the rotten apples from the basket or at-leastseparating the healthy ones from the rotten


separating the healthy ones from the rotten

Those who are Un-cooperative and Unwilling to Change,express the consequence of un-desired behaviour in anon-threatening way

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