CONFLICT MANAGEMENT

Definition. Traditional vis-à-vis Modern view of conflict

– Types of conflict – Intrapersonal, Interpersonal, Organizational. Constructive

and Destructive conflict. Conflict management.

DEFINITION

Conflict may be defined as the disagreement between two or more individuals or groups over an issue of mutual interest.

Conflicts may arise between two parties when: one party (an individual or a group) feels that the actions of the other party will either affect its interests adversely or obstruct the achievement of its goals; the goals of both the parties differ significantly or are interpreted differently; or the basic values and philosophies of the two parties are different. Conflicts can range from small disagreements to violent acts.

SOURCES OF CONFLICT

Organizational change: Generally, employees of an organization hold different views on the changes in organization with respect to technology, structure, hierarchy, etc., and this might lead to conflicts between them.

Personality clashes: When individuals do not recognize differences in personalities such as emotional stability, behavior, etc., it might lead to a conflict.

Differences in values sets: When people with contradicting values and beliefs interact with each other, conflicts are likely to occur.

Threats to status: When individuals feel that the acts of other individuals may affect their reputation and status in society, it might lead to a conflict.

Perceptual differences: When individuals believe that what they perceive is true irrespective of reality, then they fail to understand the ideas of another person. This again might lead to a conflict.

TRADITIONAL VIS-A-VIS MODERN VIEW OF CONFLICT

Conflict is avoidable.

Conflict is caused by management error in designing organizations or by trouble makers.

Conflict is inevitable.

Conflict arises from many causes, including organizational structure, unavoidable differences in goals, differences in perceptions and values of specialized personnel and so on.

TRADITIONAL VIEW MODERN VIEW

Conflict disrupts the organization and prevents optimal performance.

The task of the management is to eliminate conflict.

Optimal organizational performance requires the removal of conflict.

Conflict contributes and detracts from organizational performance in varying degrees.

The task of the management is to manage the level of conflict and its resolution for optimal organizational performance.

Optimal organizational performance requires a moderate level of conflict.

THE CONFLICT PROCESS

Antecedent conditions

( preceding or prior)

•Communication•Structure•Personal variables

Felt conflict

Perceived

conflict Conflict handling

intentions

•competing•Collaborating•Compromising•Avoiding•accommodating

Overt conflict

•Party’s behavior

•Other’s reaction Decrease

d group performa

nce

Increased group

performance

Stage 1

Potential opposition or incompatibility

Stage IICognition and personalization

Stage III

Intentions

Stage IV

Behavior

Stage IV

outcomes

DIMENSIONS OF CONFLICT- HANDLING INTENTIONS

Ass

ert

iveness

Unass

ert

ive

Ass

ert

ive

Competing

Avoiding Accommodating

Collaborating

Compromising

cooperativeness

Uncooperative Cooperative

(Att

em

pti

ng t

o s

ati

sfy o

wn c

on

cern

)

(Attempting to satisfy others concern)

INTRAPERSONAL CONFLICT

Individuals might experience stress and frustration in the process of achieving their goals. This leads to ‘intrapersonal conflict.’ Intrapersonal conflict may arise under the following circumstances:

when the employee’s roles and responsibilities are not defined clearly

when the employee receives conflicting orders from more than one boss

when the employee faces conflicting expectations from superiors and subordinates (usually middle level managers face this situation).

INTRAPERSONAL CONFLICT ARISES FROM

Frustration:- it occurs when a motivated drive is blocked before a person reaches a desired goal.

The frustrated individual adapts any of four defence mechanisms:-

Aggression Withdrawal Fixation Compromise

Goal conflict

Goal conflict occurs when the attainment of one goal excludes the possibility of attaining another.

Four major type of goal conflict may be distinguished:-

1.Approach-Approach conflict:- this conflict occurs when the individual is caught between two or more positive but mutually exclusive goals.

2.Approach-Avoidance conflict:-this conflict occurs when an individual is simultaneously attracted and repelled by a single goal object.

3.Avoidance-Avoidance conflict:- this occurs when an individual is forced to choose between two mutually exclusive goals , each of which possesses unattractive qualities.

4.Multiple approach-avoidance conflict:- a conflict, in which two alternatives- both involving positive and negative features is referred to as multiple approach-avoidance conflict.

Role conflict The final reason for intra-personal conflict is

the need of an individual to play several roles simultaneously but finding time and resources inadequate to do so .

Cognitive dissonance It occurs when individuals recognise

inconsistencies in their own thoughts and/or behaviours. Such inconsistencies are stressful and uncomfortable, leading to intrapersonal conflict.

INTERPERSONAL CONFLICT

In general, differences in the perceptions and attitudes of individuals lead to interpersonal conflicts.

The communication gap is another major aspect that leads to interpersonal conflicts.

It involves two or more individuals. Reasons for interpersonal conflicts:-

a. Personality differencesb. Perceptionsc. Clashes of values and interestsd. Power and status differencese. Scarce resources

IMPORTANT FACTORS

Difference in perception. Informational differences. Differences in personality. Differences in value system. Differences in status. Differences in resources or strengths. Divergent roles.

INTRA GROUP CONFLICTS

Intra group conflict refers to disputes among some or all of group’s members which often affect the group’s performance.

INTERGROUP CONFLICT

Intergroup conflicts often arise when one group considers that it is being treated unfairly (in comparison to one or more groups) with respect to working conditions, rewards, and status.

When one group feels that it has not been recognized for its efforts in achieving a common goal and that another group has been given its due, it might lead to intergroup conflicts between the groups involved.  

REASONS FOR INTER GROUP CONFLICT

Task interdependence Task ambiguity. Goal incompatibility. Competition for limited resources. Competitive reward resources. Line and staff. Intrapersonal and interpersonal conflict.

CONSTRUCTIVE AND DESTRUCTIVE CONFLICT

Some conflicts support the goals of the group and improve its performance; these are functional or constructive conflicts.

Constructive Aspects of Conflict  better ideas are produced  people are forced to look at new approaches  long standing problems surface and can be

dealt with  people are forced to clarify their views 

tension stimulates interest and creativity  people have a chance to test their capability  opens up issues of importance, resulting in

their clarification  increases the involvement of individuals in

issue of importance to them  serves as a release to pent-up emotion,

anxiety, and stress  helps build cohesiveness among people by

sharing the conflict, celebrating in its settlement,  and learning more about each other 

DESTRUCTIVE CONFLICTS When conflict hinders group performance it is

dysfunctional or a destructive form of conflict.

Destructive Aspects of Conflict  defeat or demean people  creates distance between people  climate of distrust and suspicion develops  people or departments defend their narrow

interests 

resistance (active or passive) develops where teamwork is needed 

causes turnover  diverts energy from more important activities

and issues  destroys the morale of people or reinforces

poor self-concepts  polarizes groups so they increase internal

cohesiveness and reduces inter-group co-operation 

deepens differences in values  produces irresponsibility and regrettable behavior such as name-calling and fighting 

CONFLICT MANAGEMENT

OPEN COMMUNICATION.

EXPLAINING LOGIC.

SEARCH FOR FACTS/DATA.

CONSIDERING CRITICISM.

CLICHÉ FORMING.

LEGAL STEPS.

Use resolution under these conditions

Conflict has become disruptive.

Too much time and effort are spent on conflict rather than on productive efforts

Conflict focuses on internal goals of the group rather than on organizational goals

Use stimulation under these conditions

Work group are stagnant

Consensus among groups is too easily reached.

Change within the organization is needed to remain competitive.

Conflict management

CONFLICT RESOLUTION

Problem solving. Organization redesign. Super ordinate goals. Expansion of resources. Avoidance. Smoothen. Resolving line and staff conflict.

THE NEGOTIATION PROCESS

Preparation and planning

Definition of ground rules

Clarification and justification

Bargaining and problem solving

Closure and implementation