Conflict in organizations may be defined as

any situation in which incompatible goals,

attitudes, emotions or behaviors lead to

disagreement or opposition between two

or more parties.

Conflicts may be constructive or

destructive.

Is healthy, a constructive disagreement

between two or more people. it can benefit

the organization by means of the following:

1. The production of new ideas, learning, and growth among individuals;

2. People engaged in constructive conflict develop a better awareness of themselves and others;

3. Working relationship are improved when two parties work through their disagreement;

4. Morale is improved when tension are released and problems solved in working together;

5. Constructive conflict can lead to innovation and positive change for the organization; and

6. Increased productivity may be expected.

Is unhealthy, a destructive disagreement

between two or more people.

Destructive conflicts can decrease work

productivity and job satisfaction and

contribute to absenteeism and job

turnover.

Is that kind of conflict that a person faces

internally, as when an individual

experiences personal frustration, anxiety,

and stress.

Types of Intrapersonal Conflict1. Approach-approach Conflict

2. Avoidance-avoidance Conflict

3. Approach-avoidance Conflict

Is that type of conflict that occurs between

two or more individuals who are in

opposition to one another.

Sub-types of Interpersonal Conflict1. Substantive Conflict

2. Emotional Conflict

3. Substantive and Emotional Conflict

It is quite common in organizations and it

can make coordination and integration of

task activities very difficult. This type of

conflict may also be sub-classified as

either substantive, emotional, or both.

It is most commonly referred as the

competition and rivalry among firms

operating in the same market.

Refers to the nature of the organization

and the way in which work is organized.

Structural factors include:

1. Specialization

2. Interdependence

3. Common Resources

4. Goal Differences

5. Authority Relationships

6. Status Inconsistencies

7. Jurisdictional Ambiguities

It comprises another broad category of the

causes of conflict. These factors are the

result of individual differences which

include:

1. Skills and Abilities

2. Personalities

3. Perceptions

4. Values and Ethics

5. Emotions

6. Communication Barriers

1. The Aggressor2. The Passive Aggressor3. The Chronic Absentee4. The person who makes too many errors5. The Negative Person6. The Chatterbox7. The do-nothing person8. The Unreliable person9. The time-waster10. The resentful person

a) Personal dislike of a certain person

b) Bigotry (prejudice against a particular

race or culture)

c) Prejudice against women

d) Prejudice against younger people

The sources of conflict are the antecedent

conditions that set the first stage of

conflicts.

Perceived conflict refers to the awareness

by one or more parties of the existence of

conditions that create opportunities for

conflict to occur.

Felt conflict is that stage of the conflict

process wherein emotional involvement

becomes a part of the conflict creating

anxiety, tension, frustration, or hostility.

Is the stage of conflict process where the

conflict parties are actively engaged in

conflict behavior. There may be verbal,

written, or even physical attacks.

Conflict Resolution occurs when the

reasons for the conflict are eliminated.

There are various techniques used in

resolving conflicts. These are the following:

1. Problem Solving

2. Super-ordinate goals

3. Expansion of Resources

4. Smoothing

5. Compromise

6. Alternating the Structural Variable

Suppression is a superficial and temporary

form of resolving conflicts. When conflict is

suppressed, it may continue to fester and

cause future conflict over similar issues.

Suppressing conflicts take the following

forms:1. Avoidance

2. Authoritative Command

What happen after the conflict may be

regarded as either positive or negative

development.

Is defined as a process in which two or

more parties attempt to reach an

acceptable agreement in a situation

characterized by some level of

disagreement.

Negotiation could be useful if the following

conditions are present:1. There are two or more parties;

2. There is a conflict of interest between the

parties;

3. The parties are willing to negotiate; and

4. They prefer to work together than to fight openly,

give in, break off contact, or take the dispute to

a higher authority.

This is that negotiation approach wherein

the goals of the parties are in conflict, and

each party seeks to maximize its share of

the resources.

This is a negotiation approach in which the

goals of the parties are not regarded as

mutually exclusive and in which the focus

is on making it possible for both sides to

achieve their objectives.

In this first step, the person assigned to

negotiation for a certain party should

determine the following:

1. The Nature of the conflict2. The History leading up this negotiation3. Who are involved and what are their

perception of the conflict4. What his party wants from the negotiation5. What his group is prepared to accept6. What the other party wants from the

negotiation7. What intangible or hidden interest may be

important to them8. What the other party is prepared to accept9. What negotiation strategy may be adapted

The next step is to define the ground rules

and procedures with the other party over

the negotiation itself. As such, the following

concerns must be cleared:

1. Who will do the negotiating

2. Where will the negotiation take place

3. What time constraints, if any, will apply

4. To what issues will negotiation be limited

5. What specific procedures must be

followed if an impasse is reached

In this step, the parties may need to

explain, amplify, clarify, bolster, and justify

the original demands of each other. This

must be done in a non-confrontational

manner.

In this step, the parties will make an

attempt to reach an agreement through

give-and-take action like the offering

acceptance of concessions.

This final step involves formalizing the

agreement that has been worked out and

developing any procedures that necessary

for implementation and monitoring.