CONFLICT MANAGEMENT

CONFLICT MANAGEMENTResearch indicates that Managers spend 21% of their time dealing

with conflicts.

Different views on Conflict:Traditional ViewConflict is harmful and should be avoided. Is a dysfunctional outcome resulting from poor communication,

lack of openness and trust among peopleResults from failure of managers to be responsive to the needs

and aspirations of employees.Human Relations View:Conflict is a natural occurrence in groups and organisations and

it cannot be eliminated.Interactionist View:This approach encourages conflict. No conflict is indicative of a

group being static, apathetic and non-responsive to the needs for change and innovation.

A minimum level of conflict keeps a group viable, self-critical and creative

CAUSES OF CONFLICTClash of interestsPoor CommunicationPower in the hands of fewLack of OpennessWeak LeadershipNeeds and Wants not being metDifferences between Individuals on Objectives Differences between Individuals on ProcessesPersonality Clashes

Destructive Conflict

When it hinders Group/Team Performance:

It takes attention away from important activities and goals to be achieved

Undermines morale or self-concept of members

Polarises people and groups, reducing cooperation and cohesiveness

Leads to Irresponsible & Harmful Behaviour

Constructive Conflict

When it adds value & contributes to Group/Team Performance:

Improves the Quality of Decisions

Stimulates Creativity & Innovation

Fosters an environment of openness

Helps individuals develop better understanding of others

Provides a medium for airing different views and tensions are released

TYPES OF CONFLICTTASK CONFLICTRelates to Content & Goals of the Work.Low to moderate levels of task conflict is

functional.PROCESS CONFLICTRelates to How the work should be done.Low levels of Process Conflict is functional.RELATIONSHIP CONFLICTRelates to Interpersonal RelationshipsAlmost always dysfunctional as it increases

personality clashes and decreases mutual understanding.

INTRAPERSONAL CONFLICTOccurs within an individualIs generally in relation to a goalMay be at the cognitive or affective level1. Approach-Approach ConflictIndividual must choose between two or more

alternatives which are expected to give a positive outcome (a choice between two equally attractive jobs.

2. Avoidance-Avoidance ConflictIndividual must choose between two or more

alternatives which are expected to give negative outcomes.

3. Approach-Avoidance ConflictDecide on whether to do something which is

expected to have both positive and negative outcomes (good job in a bad location).

CONFLICT HANDLING STYLES

COMPETING COLLABORATING

AVOIDING ACCOMMODATIING

COMPROMISING

COOPERATIVENESS (Concern for Others)

ASSERTIVENESS

Competing, AvoidingCompeting:High Assertiveness & Low CooperativenessGoal is to WinPower-oriented, Win/Lose situationAdopted when quick decision is to be made

and in case of emergencyAvoiding:

Low Assertiveness & Low Cooperativeness

Goal is to delay

Lose/Lose Situation

Adopted when issue is Trivial

Compromising, Accommodating Compromising:Moderate Assertiveness & Moderate Cooperativeness

Goals moderately important

Goal is to find a middle ground

Adopted when Temporary solution is needed to complex issues

When collaboration or competition is unsuccessful

Accommodating:

Low Assertiveness & High Cooperativeness

When harmony and stability are especially important

Goal is to Yield

Lose/Win situation

Adopted when you find yourself weak

CollaboratingHigh Assertiveness & High Cooperativeness

Concern of both are Important

Goal is to find a solution beneficial to both

Win/Win SituationAdopted when Workable and Creative

solution is neededAdopted when there is need for long-term

relationship between the parties

Third Party MediationMay be internal or external to the

organisationBoth parties must have the desire to

resolve the conflictBoth parties have equal power

Stages:1.Opening2.Information sharing3.Options generated and one selected4.Closing

TECHNIQUES FOR MANAGING CONFLICTS

Conflicts can be resolved if both parties try to understand each other and jointly search for alternative solutions

Conflict Management needs an involved process of joint exploration

Convince by providing additional information/data

TECHNIQUES FOR MANAGING CONFLICTS

Conflict is like a Problem, we have to find the causes and take steps to find the solution

Agree to Disagree - understand that healthy disagreement would result in better decision

Meet Conflict head on

Be honest about concerns

Avoid Ego Clashes

Conflict Resolution Techniques

Problem Solving: Face-to-face Meeting to identify problem and resolving through open discussion

Super-ordinate Goal: Creating a shared goal that cannot be attained without the cooperation of conflicting parties.

Expansion of Resources: When conflict is due to scarcity of resources.

Smoothing: Playing down differences while emphasising common interests between conflicting parties.

Conflict Resolution Techniques (Contd.)

Altering the Human Variable: Using behavioural change technique such as training to alter attitudes and behaviours that cause conflict.

Altering Structural Variables: Changing the formal organisation structure and interaction patterns of conflicting parties through job re-design, transfers, creation of coordinating positions.