ConflictConflict

Conflict may be understood as collision or Conflict may be understood as collision or disagreement.disagreement.

Conflict arises when individuals or groups Conflict arises when individuals or groups encounter goals that both parties cannot encounter goals that both parties cannot obtain satisfactorily.obtain satisfactorily.

Conflict may be:Conflict may be: Within an individual;Within an individual; Between two individuals; or Between two individuals; or Between two groups in an organization.Between two groups in an organization.

We can define Conflict as a process that We can define Conflict as a process that begins when one party perceives that begins when one party perceives that another party has negatively affected, or is another party has negatively affected, or is about to negatively affect, something that about to negatively affect, something that the first party cares about.the first party cares about.

Transitions in Conflict ThoughtTransitions in Conflict Thought

Causes:

• Poor communication

• Lack of openness

• Failure to respond to employee needs

Causes:

• Poor communication

• Lack of openness

• Failure to respond to employee needs

Traditional View of Conflict

The belief that all conflict is harmful and must be avoided.

Human Relations View of Conflict

The belief that conflict is a natural and inevitable outcome in any group.

Interactionist View of Conflict

The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively.

Functional versus Dysfunctional Functional versus Dysfunctional ConflictConflict

Functional Conflict

Conflict that supports the goals of the group and improves its performance.

Dysfunctional Conflict

Conflict that hinders group performance.

Consequences of ConflictConsequences of Conflict

Positive ConsequencesPositive Consequences Negative ConsequencesNegative Consequences

Leads to new ideas.Leads to new ideas. Stimulates creativity.Stimulates creativity. Motivates Change.Motivates Change. Promotes organizational Promotes organizational

vitality.vitality. Helps individuals and groups Helps individuals and groups

establish identities.establish identities. Serves as a safety valve to Serves as a safety valve to

indicate problems.indicate problems.

Diverts energy from work.Diverts energy from work. Threatens psychological well-Threatens psychological well-

being.being. Wastes resources.Wastes resources. Creates a negative climate.Creates a negative climate. Breaks down group cohesion.Breaks down group cohesion. Can increase hostility and Can increase hostility and

aggressive behavioursaggressive behaviours. .

Types of ConflictTypes of ConflictTask Conflict

Conflicts over content and goals of the work.

Relationship Conflict

Conflict based on interpersonal relationships.

Process Conflict

Conflict over how work gets done.

LEVELS OF CONFLICTLEVELS OF CONFLICTIndividual levelIndividual level

Group levelGroup levelOrganizational levelOrganizational level

All individuals have needs, which make them directed towards goals.

The goals are individual as well as organizational, which are often not compatible.

This leads to Intra Individual Conflict.

Goal ConflictGoal Conflict

Arises due to existence of two or more Arises due to existence of two or more competing goals.competing goals.

Approach-Approach ConflictApproach-Approach Conflict Approach-Avoidance ConflictApproach-Avoidance Conflict Avoidance-Avoidance ConflictAvoidance-Avoidance Conflict

Conflict arising out of:Conflict arising out of: Role AmbiguityRole Ambiguity Organizational PositionOrganizational Position Personal CharacteristicsPersonal Characteristics

Role ConflictRole Conflict

Inter Personal ConflictInter Personal Conflict

Conflict among individuals.Conflict among individuals.Occurs as a result of;Occurs as a result of;

a.a. Personality differencesPersonality differencesb.b. PerceptionsPerceptionsc.c. Clashes of values and interestsClashes of values and interestsd.d. Power and status differencesPower and status differencese.e. Scarce resourcesScarce resources

Vertical ConflictVertical Conflict Horizontal ConflictHorizontal Conflict

GROUP CONFLICTGROUP CONFLICT

Conflict among groups.

Sources: Incompatible goals Task Interdependence Resource Sharing Competitive rewards and incentive system Line and staff conflicts Differences in values and perceptions Heterogeneity of members Communication distortions Participative decision making Low formalization

ORGANIZATIONAL LEVEL ORGANIZATIONAL LEVEL CONFLICTCONFLICT

INTRAORGANIZATIONAL CONFLICTINTRAORGANIZATIONAL CONFLICT

a. Formal –informal conflict.a. Formal –informal conflict.

b. Line and staff conflict b. Line and staff conflict

INTERORGANIZATIONAL CONFLICTINTERORGANIZATIONAL CONFLICT

Conditions for such conflict to exist:Conditions for such conflict to exist:

a)a)Two or more organizations must be aware Two or more organizations must be aware of each otherof each other

b)b)Decision of one should affect the otherDecision of one should affect the other

c)c) Decision of one must affect the image in Decision of one must affect the image in such a way that one considers it as such a way that one considers it as unfavorableunfavorable

ORGANIZATIONAL LEVEL ORGANIZATIONAL LEVEL CONFLICTCONFLICT

Types of Inter-organizational Types of Inter-organizational conflictconflict

Management -governmentManagement -government

Inter-management- disputes over patentsInter-management- disputes over patents

Inter unionInter union

Union governmentUnion government

Union managementUnion management

Purposes served by inter Purposes served by inter organizational conflictsorganizational conflicts

Promotes bond of unity among Promotes bond of unity among organizational membersorganizational members

Brings new life to organizational objectives Brings new life to organizational objectives and valuesand values

Acts as an agency of social controlActs as an agency of social control

Makes the organizational members aware Makes the organizational members aware of the tactics and strategies of the of the tactics and strategies of the antagonist.antagonist.

The Conflict ProcessThe Conflict Process

Stage I: Potential Opposition or Stage I: Potential Opposition or IncompatibilityIncompatibility

CommunicationCommunication– Semantic difficulties, misunderstandings, and “noise”Semantic difficulties, misunderstandings, and “noise”

StructureStructure– Size and specialization of jobsSize and specialization of jobs– Jurisdictional clarity/ambiguityJurisdictional clarity/ambiguity– Member/goal incompatibilityMember/goal incompatibility– Leadership styles (close or participative)Leadership styles (close or participative)– Reward systems (win-lose)Reward systems (win-lose)– Dependence/interdependence of groupsDependence/interdependence of groups

Personal VariablesPersonal Variables Differences in PerceptionsDifferences in Perceptions

Communication ProblemsCommunication Problems

Value and EthicsValue and Ethics

Skills and AbilitiesSkills and Abilities

EmotionsEmotions

PersonalitiesPersonalities

Personality typesPersonality types

Stage II: Cognition and Stage II: Cognition and PersonalizationPersonalization

Perceived ConflictAwareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.

Felt ConflictEmotional involvement in a conflict creating anxiety, frustration, or hostility.

Stage III: IntentionsStage III: Intentions

Cooperativeness:

• Attempting to satisfy the other party’s concerns.

Assertiveness:

• Attempting to satisfy one’s own concerns.

Cooperativeness:

• Attempting to satisfy the other party’s concerns.

Assertiveness:

• Attempting to satisfy one’s own concerns.

Intentions

Decisions to act in a given way.

Dimensions of Conflict-Handling Dimensions of Conflict-Handling IntentionsIntentions

Competing

A desire to satisfy one’s interests, regardless of the impact on the other party to the conflict.

Collaborating

A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties.

Avoiding

The desire to withdraw from or suppress a conflict.

Accommodating

The willingness of one party in a conflict to place the opponent’s interests above his or her own.

Compromising

A situation in which each party to a conflict is willing to give up something.

Conflict Conflict and Unit and Unit

PerformancePerformance

Stage IV: BehaviorStage IV: BehaviorConflict Management

The use of resolution and stimulation techniques to achieve the desired level of conflict.

Conflict Management TechniquesConflict Management Techniques

Conflict Resolution Techniques

• Problem solving

• Superordinate goals

• Expansion of resources

• Avoidance

• Smoothing

• Compromise

• Authoritative command

• Altering the human variable

• Altering the structural variables

Conflict Resolution Techniques

• Problem solving

• Superordinate goals

• Expansion of resources

• Avoidance

• Smoothing

• Compromise

• Authoritative command

• Altering the human variable

• Altering the structural variables

Conflict Stimulation Techniques

• Communication

• Bringing in outsiders

• Restructuring the organization

• Appointing a devil’s advocate

Conflict Stimulation Techniques

• Communication

• Bringing in outsiders

• Restructuring the organization

• Appointing a devil’s advocate

Stage V: OutcomesStage V: OutcomesFunctional Outcomes from ConflictFunctional Outcomes from Conflict

– Increased group performanceIncreased group performance

– Improved quality of decisionsImproved quality of decisions

– Stimulation of creativity and innovationStimulation of creativity and innovation

– Encouragement of interest and curiosityEncouragement of interest and curiosity

– Provision of a medium for problem-solvingProvision of a medium for problem-solving

– Creation of an environment for self-evaluation Creation of an environment for self-evaluation and changeand change

Dysfunctional Outcomes from ConflictDysfunctional Outcomes from Conflict

– Development of discontentDevelopment of discontent

– Reduced group effectivenessReduced group effectiveness

– Retarded communicationRetarded communication

– Reduced group cohesivenessReduced group cohesiveness

– Infighting among group members overcomes Infighting among group members overcomes group goalsgroup goals

Preventing ConflictPreventing Conflict

Assess positive and negative Assess positive and negative personality traits of people involvedpersonality traits of people involved

Determine personality type Determine personality type – AggressiveAggressive– SubmissiveSubmissive– AssertiveAssertive

Assess if people are introvert or Assess if people are introvert or extroverts...extroverts...

Review past conflictsReview past conflicts

Assess communication skills of those Assess communication skills of those involvedinvolved

Read body language of participantsRead body language of participants

Try to reduce conflict Try to reduce conflict – Realize that communication is colored by Realize that communication is colored by

personal experience, beliefs, fear, personal experience, beliefs, fear, prejudicesprejudices

– Try to be neutral Try to be neutral – Plan the timing and place of the Plan the timing and place of the

conversation conversation – Realize that outside stress may add to Realize that outside stress may add to

confrontationconfrontation– Eliminate/reduce external interruptionsEliminate/reduce external interruptions

Manage the language usedManage the language used– Neutral vs. loaded wordsNeutral vs. loaded words– Reduce technical languageReduce technical language– Allow for cultural differences in languageAllow for cultural differences in language– Words may have different meanings for Words may have different meanings for

different people…ask them to elaboratedifferent people…ask them to elaborate