CONFILCT AND CONFLICT RESOLUTION

Presented by:

BADM Dept.

Agenda• Introduction to Conflict• Definition of Conflict• Nature of Conflict• Views on Conflict• Types of Conflict• Aspects of Conflict• Relationship b/w org. performance and conflict• Positive and Negative Conflict• Process of Conflict• Levels of Conflict• Conflict Resolution in Groups and different

problem solving strategies.

Introduction

• The concept of conflict , being an outcomeof behaviors, is an integral part of humanlife. Where ever there is interaction, there isconflict.

• Conflict can be considered as anexpression of hostility(unfriendliness oropposition), negative attitudes, antagonism,aggression, rivalry and misunderstanding.

Introduction

• People with divergent personalities,perceptions, attitudes and values occupy thepositions in the organizations. These positionsoften have differing job charts, different levelsof status attached to them and also fostercompetition.

• Conflict exists wherever there is socialinteraction. It emerges as an outcome of inter-dependencies and interactions between andamong people.

Definition of Conflict

• According to Follett, “ Conflict is the appearance ofdifference , difference of opinions, of interests.”

• ‘Conflict’ is:

(i) It may be understood as collision or disagreement.

(ii) It occur at various levels within the individuals,between the individuals in a group and between thegroup.

(iii) The nature and industry of conflict varies fromindividual to individual and from group to groupwhich create a difficult situation for manager tomanagers.

(iv) Conflict is a struggle between two or more forces thatcreates a tension that must be resolved.

• It is a process that begins when one partyperceives that another party has negativelyaffected, or is about to negatively affectsomething that the first party cares about.

• Conflict is a psychological state of mind whenpeople are in a dilemma whether to do or notto do a thing, is a state of conflict.

Nature of Conflict

• Conflict is-

• Man vs. Man (EXTERNAL)

• Man vs. Nature (EXTERNAL)

• Man vs. Self (INTERNAL)

Nature of Conflict

• Conflict occurs when individuals are not able tochoose among the available alternative coursesof action.

• Conflict between two individuals implies thatthey have conflicting perception, values andgoals.

• Conflict is a dynamic process as it indicates aseries of events.

• Conflict must be perceived by the parties to it. Ifno one is aware of a conflict, then it is generallyagree that no conflict exists.

Views on conflict

• Traditional view: The early approach to conflict assumed that allconflict was bad. Conflict was viewed negatively, and it was usedsynonymously with such terms as violence, destruction.

• Human Relations view: The human relations position argued thatconflict was a natural occurrence in all groups and organizations.Since conflict was inevitable(which cannot be avoided) it isaccepted and there are even times when conflict may benefit agroup’s performance.

• Interactionist View( Modern View): This view is based on the beliefthat conflict is not only a positive force in a group but is alsonecessary for a group to perform effectively. This approachencourages group leaders to maintain an ongoing minimum levelof conflict – enough to keep the group viable, self-critical andcreative.

Traditional View Current View

1. Conflict is avoidable. 1. Conflict is inevitable.

2. Conflict is caused by management 2. Conflict arises from many causes,

error in designing organizations or by including organizational structure,

trouble makers. unavoidable differences in goals,differences in perceptions and values

of specialized personnel and so on.

3. Conflict disrupts the organization 3. Conflict contributes and detracts from

and prevents optimal performance. organizational performance in varyingdegrees.

4. The task of the management is to 4. The task of the management is to manageeliminate conflict. the level of conflict and its resolution

for optimal organizational performance.

5. Optimal organizational performance 5. Optimal organizational performancerequires the removal of conflict. Requires a moderate level of conflict.

Views on conflict

Types of conflict

• Functional – support the goals of the group and improves employees and organisational performance.

• Dysfunctional – conflict that hinders and prevent group performance.

• The functional conflicts can be differentiated from the dysfunctional conflicts on the basis of the following three attributes:

(i) Task Conflict: Related to content and goals of the work.

(ii) Relationship Conflict: Focuses on interpersonal relationships.

(iii) Process Conflict: Process conflict relates to how the work gets done.

Aspects of Conflict

Functional Aspects:

• Stimulant for change

• Creativity and Innovation

• Group Cohesion

• Avoidance of Tension

• Identification of Weakness

• Challenge

Dysfunctional Aspects:

• Resignation of Personnel

• Tensions

• Dissatisfaction

• Creation of Distrust

• Goal Displacement

• Weakening of Organization

Relation between OrganisationalPerformance and Conflict

Positive Negative• Increased involvement • Unresolved anger• Increased cohesion • Personality clashes• Innovation and creativity • Less self-esteem• Personal growth and change • Inefficiency• Clarification of key issues • Diversion of energy from work

• Organizational vibrancy • Psychological well being threatened • Individual and group identities • Wastage of resources

• Negative climate• Group cohesion disrupted.

Positives and Negatives of Conflict

Process of Conflict

Latent Conflict

Perceived Conflict

Felt Conflict

Manifest Conflict

Functional Conflict

Dysfunctional Conflict

• Latent Conflict (Stage 1): When two or more parties need eachother to achieve desired objectives, there is potential forconflict. Latent Conflict often arises when change occurs.Conflict is likely to be caused by a budget cutback, a change inorganizational direction, a change in personal goals or theassignment of a new project to an already overloaded team.

• Perceived Conflict (Stage 2): This is the stage at whichmembers become aware of a problem. Incompatibility ofneeds is perceived and tension begins as the parties being toworry about what will happen. But no party feels that it isbeing overly threatened.

• Felt Conflict (Stage 3): At this stage parties becomeemotionally involved and begin to focus on differences ofopinion and opposing interests. Internal tensions andfrustration being to crystallize, and people begin to build andemotional commitment to their position.

• Manifest Conflict (Stage 4): At this stage parties engage in actions that help to achieve their own objectives and ruin those of others. Conflict behaviors vary from the subtle, indirect and highly controlled forms of interface to direct, aggressive, violent and uncontrolled struggle. At the organisational level strikes or lock-outs are the result.

• Conflict Outcome (Stage 5): The conflict finally results in an outcome which may be functional or dysfunctional. If handled well, the result is functional conflict. If mishandled, the consequences are dysfunctional conflict.

Levels of Conflict

Individual level Conflict

Group level Conflict

Organisational level Conflict

Intra Individual Conflict

Inter Individual Conflict

Inter Group Conflict

Intra Group Conflict

Inter Organizational conflict

Intra Organizational Conflict

• Intra Individual Conflict: These conflicts arise within a person and are of psychological nature. These conflicts are generally related to the goals a person wants to achieve or roles in the manner he wants to achieve.

• Inter individual Conflict: Inter personal conflict arise between two individuals having competition for achieving scarce things, such as status, power, position, promotion or resources.

• Intra Group Conflict (With in the group): Intra group conflict refers to disputes among some or all of a group’s members, which often affect the group’s performance. Family run business can be especially prone to severe intra-group and other types of conflicts. These conflicts typically become more intense when an owner-founder approaches retirement, actually retires or dies. The way the two sons of the late Dhirubhai Ambani are fighting on ownership and control of Reliance Industries is a typical example.

• Inter group Conflicts (Between groups): Inter group conflict arises out of the interaction of various groups. Inter group conflict is also called organisational conflict, refers to the conflict between groups, departments, or sections in an organisation. Conflict between groups is frequent and highly visible.

• Intra Organisational Conflict: The conflict which arises with in various levels and departments of organisation. Various kinds are:

I. Horizontal Conflict

II. Vertical Conflict

III. Line and Staff Conflict

• Inter Organisational Conflict: Inter organizational interaction results in conflict among different organizations. How ever, it is not necessary that such interaction may result in conflict.

• Inter Organizational Conflict may include:i. Conflict between organizations pursuing similar

objectives.ii. Conflict between government agency and

organization.iii. Conflict between head office and a manufacturing

unit.While the last one is regularized by organizational rules

and procedures, the other types of conflicts are regulated by State laws, administrative agencies, courts, and regulatory commissions.

Conflict Resolution in Groups

• Resolving Intra-Group Conflict : Conflict with in a family can be resolved if the members recognize and respect roles of family members. All the members need to realise that dived they stand, united they fall. Probably a family friend may intervene to resolve the dispute if the members fail to resolve the conflict themselves. This is what happened in Bajaj family. Sharad Pawarmediated to bring about a truce(An agreement between enemies or opponents to stop fighting or arguing for a certain time) in the troubled family.

• Resolving Inter-Group Conflict: The approaches that are available for resolving inter-group conflict are as follows.

a. Problem-Solving

b. Avoidance

c. Smoothen

d. Compromise

e. Expansion of Resources

f. Organization Redesign

g. Superordinate goals

• Problem-solving: Problem-solving is considered to be the most effective approach available as it emphasizes the attainment of the common interests of both conflicting parties. In Problem-solving strategy, attempts are made to find a solution that integrates the needs of both parties. The two parties work together both to define the problem and to identify mutually satisfactory solutions.

• Organization Redesign: Changing organizational structure is another approach for resolving conflict, particularly when the sources of conflict come from the coordination of work among different departments or divisions. One way of redesigning organizations is to reduce task interdependence between groups and give each group clear responsibilities. Another way is to transfer or exchange of members of conflicting groups. An appeal system may also be developed to eliminate the arbitrary use of power.

• Superordinate Goals: Appealing to superordinate goals is another way of resolving conflict. The superordinate goal is a common goal of both conflicting parties and combined efforts of both parties will be needed to realize the goal. For example: Survival of the organization can be a superordinate goal. Creating an awareness that the organization’s survival will be jeopardized[Put(someone or something) into a situation in which there is a danger of loss, harm, or failure.] if conflicting groups do not work in union and can have a salutary(Producing good effects) effect on disputing parties.

• Expansion of Resources: To the extent that scarce resources cause conflict, removing their scarcity will help resolve conflict. If upgradation of one’s position has caused ripples elsewhere, some more jobs might be similarly upgraded. If increased budget allocation to one department has caused heart burn to the members of rival department, the rival division’s allocation can also be correspondingly increased, and so on.

• Smoothen: The process of playing down the differences between individuals or groups and highlighting their common interests is called smoothening. Finding and emphasizing similarities between conflicting parties, while playing down differences, can eventually lead the parties to realize that the two are not as far apart as was first believed. With shared viewpoints on some issue, the ability to work towards a smoothen can help reduce the intensity of the conflict and avoid an escalation of open hostility. However, smoothen is recommended as a stop gap measure to let people cool down and regain perspective.

Key points to remember

• Be a model of calm and control

• Don't give in to emotional outbursts

• Don't assume people are being difficult intentionally

• Find a quiet place in to resolve conflicts....privately

Set some ground rules for the discussion:

• No raising of voices

• This is not a debate

• Speak only for yourself..."I" phrases

• Confront the issues, not the people

• Maintain or enhance self-esteem