Nature of Organizational ConflictConflict any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition between two or more partiesFunctional Conflict a healthy, constructive disagreement between two or more peopleDysfunctional Conflict an unhealthy, destructive disagreement between two or more people

kapil - conflict in general is collision or disagreement.it comes due to incompatibilitybetween goals or events.kapil - functional conflict-increases awareness of problemsmotivates organizational memberspromotes changeenhances morale and consequenceshigh quality decisionsintrest and creativity

Emotional Intelligence (EI)Emotional intelligence the power to control ones emotions perceive emotions in othersadapt to changemanage adversity

Importance of Conflict Management SkillsAs managers we spend about 21% of our time dealing with conflict.Conflict management skills predict managerial successHigh Emotional Intelligence (EI) needed to manage conflictEI is valid across cultures

Consequences of Conflict

Diagnosing ConflictExamine the issueAnalyze the contextKnow the parties involved

Causes of Conflict in Organizations

Forms of Conflict in OrganizationsInterorganizational Conflict conflict that occurs between two or more organizationsIntergroup Conflict conflict that occurs between groups or teams in an organization Intragroup Conflict conflict that occurs within groups or teams

Forms of Conflict in Organizations

Managing Interpersonal ConflictUnderstand power networksRecognize defense mechanismsDevelop strategies to deal with difficult people

Forms of Intrapersonal Conflict

Interrole Conflict a persons experience of conflict among the multiple roles in his/her lifeIntrarole Conflict conflict that occurs within a single role, such as when a person receives conflicting messages from role senders about how to perform a certain rolePersonrole Conflict conflict that occurs when an individual is expected to perform behaviors in a certain role that conflict with his/her personal values

Resolving Intrapersonal ConflictUse self-analysisDiagnose the situation; askDoes the organization values match my own?Ask role senders what is expectedUse political skills to buffer negative effects of role conflict stress

An Organizational Members Role SetInside the organizationFocal RoleOutside the organizationEmployee1Employee2Employee3PotentialemployeeEmployeescolleaguesClientSupervisorColleagueSupplierSuperiorSuperiorrolesendersPeerrolesendersEmployeerolesendersBoundary of the organizationSOURCE: J. C. Quick, J. D. Quick, D. L. Nelson, & J. J. Hurrell, Jr. Preventative Stress Management in Organizations, 1997. Copyright 1997 by the American Psychological Association. Reprinted by permission.

Power Relationships in OrganizationsSOURCE: W. F. G. Mastenbroek, Conflict Management and Organizational Development, 1987. Copyright John Wiley & Sons Limited. Reproduced with permission.

Defense MechanismsAggressive MechanismsFixation an individual keeps up a dysfunctional behavior that obviously will not solve the conflictDisplacement an individual directs his or her anger toward someone who is not the source of the conflictNegativism a person responds with pessimism to any attempt at solving a problem

Defense MechanismsCompromise MechanismsCompensation an individual attempts to make up for a negative situation by devoting himself/herself to another pursuit with increased vigorIdentification an individual patterns his or her behavior after anothersRationalization a compromise mechanism characterized by trying to justify ones behavior by constructing bogus reasons for it

Defense MechanismsWithdrawal MechanismsFlight/Withdrawal entails physically escaping a conflict (flight) or psychologically escaping (withdrawal)Conversion emotional conflicts are expressed in physical symptomsFantasy provides an escape from a conflict through daydreaming

WinLose versus WinWin Strategies

Strategy

Dept. A

Dept. B

Organization

Competitive

Lose

Lose

Lose

Lose

Win

Lose

Win

Lose

Lose

Cooperative

Win

Win

Win

Ineffective Techniques forDealing with ConflictConflict

Effective Techniques forDealing with ConflictConflict

NegotiationNegotiation a joint process of finding a mutually acceptable solution to a complex conflictTwo or more people involvedConflict of interest existsWilling to negotiate for a better outcomeParties prefer to work together

Approaches to Negotiation

Approaches to Negotiation

Conflict Management StylesAvoiding deliberate decision to take no action on a conflict or to stay out of a conflictAccommodating concern that the other partys goals be met but relatively unconcerned with getting own wayCompeting satisfying own interests; willing to do so at other partys expense

Conflict Management StylesCompromising each party gives up something to reach a solution Collaborating arriving at a solution agreeable to all through open and thorough discussion

Conflict Management StylesCooperativeness(Desire to satisfy anothers concerns)Assertiveness(Desire to satisfy ones own concerns)CompetingCollaboratingCompromisingAvoidingAccommodatingUncooperativeCooperativeAssertiveUnassertiveSOURCE: K. W. Thomas, Conflict and Conflict Management, in M. D. Dunnette, Handbook of Industrial and Organizational Psychology, (Chicago: Rand McNally, 1976), 900. Used with permission of M. D. Dunnette.

Creating a Conflict-Positive OrganizationValue diversity and confront differencesSeek mutual benefits, and unite behind cooperative goalsEmpower employees to feel confident and skillfulTake stock to reward success and learn from mistakes

3 Organizational Views of ConflictSuspectBelittledifferencesBlameSeekwinlosesituationCompetitiveconflictSOURCE: The Conflict-Positive Organization by Tjsovold, 1991. Reprinted by permission of Prentice-Hall, Inc., Upper Saddle River, N.J.

3 Organizational Views of ConflictEvadedifferencesWithdrawReducerisksDespairAvoidance ofconflictSOURCE: The Conflict-Positive Organization by Tjsovold, 1991. Reprinted by permission of Prentice-Hall, Inc., Upper Saddle River, N.J.

3 Organizational Views of ConflictValuediversityEmpowerSeekmutualbenefitTakeStockPositiveconflictSOURCE: The Conflict-Positive Organization by Tjsovold, 1991. Reprinted by permission of Prentice-Hall, Inc., Upper Saddle River, N.J.

Conflict Management ToolsHigh emotional intelligenceAbility to reduce organizational toxinsNegotiation skills

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