conflict management by rajat jhingan

8/4/2019 Conflict Management by Rajat Jhingan

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Conflict Management

Creating Functional Conflict


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Creating Functional Conflict By conflict management we mean the

use of resolution and stimulation

techniques to achieve the desired levelof conflict.

By: Rajat Jhingan


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Creating Functional Conflict The interactionist view of conflict

proposes that a low to moderate level

of conflict can have positive outcomesfor the group and organization.

If organizations take that stance, itbecomes imperative for them to actuallystimulate such conflict.

By: Rajat Jhingan


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Creating Functional Conflict Hewlett-Packard rewards dissenters

by recognizing go-against-the-grain

types, or people who stay with theideas they believe in even when thoseideas are rejected by management.

By: Rajat Jhingan


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Creating Functional Conflict Herman Miller Inc, an office furniture

manufacturer, has a formal system in

which employees evaluate and criticizetheir bosses.

IBM also has a formal system thatencourages dissension. Employees canquestion their bosses with impunity.

By: Rajat Jhingan


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Creating Functional Conflict Royal Dutch Shell Group, Gneral

Electric, and Anheuser-Busch build

devils advocates into the decisionprocess.

Devils advocate is a critic whopurposely argues against the majorityposition held by the group.

By: Rajat Jhingan


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Creating Functional Conflict In addition to appointing devils

advocate, organizations also resort to

various other conflict stimulationtechniques, such as, bringing inoutsiders, restructuring the

organization, and using ambiguouscommunication.

By: Rajat Jhingan


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Creating Functional ConflictAll said and done, creating functional

conflict is a tough job. A high

proportion of the people who get to thetop are conflict avoiders.

By: Rajat Jhingan


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Conflict Management

Conflict Resolution Strategies


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Creating Functional Conflict Organizations employ a variety of

strategies and techniques to effectively

deal with organizational conflict.

Some of the popular conflict resolution

strategies can be described as follows:

By: Rajat Jhingan


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Creating Functional Conflict Non-action Doing nothing in the

hope that a conflict will automatically

disappear with time.

Secrecy Attempting to hide a conflict

or an issue that has the potential tocreate conflict.

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Creating Functional Conflict Administrative Orbiting Delaying

action on a conflict by buying time,

usually by telling the individualsinvolved that the problem is beingworked on or that the boss is still

thinking about the issue.

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Creating Functional Conflict Due Process Nonaction A

procedure set up to address conflicts

that is costly, time consuming, orpersonally risky that no one will use it.

By: Rajat Jhingan


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Creating Functional Conflict Problem Solving Face to face meeting of

the conflicting parties for the purpose of

identifying the problem and resolving itthrough open discussion.

Superordinate Goals Creating a sharedgoal that cannot be attained without thecooperation of each of the conflicting parties.

By: Rajat Jhingan


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Creating Functional Conflict Expansion of Resources When a

conflict is caused by scarcity of

resources, expansion of the resourcescan help to resolve the conflict.

Smoothing Playing down differenceswhile emphasizing common interestsbetween the conflicting parties.

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Authoritative Command Management uses its formal authority

to resolve the conflict and thencommunicate its desire to the partiesinvolved.

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Altering the Human Variable Using behavioural change techniques

such as human relations training toalter attitudes and behaviours thatcause conflict.

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Altering the Structural Variable Changing the formal organizational

structure and the interaction patterns ofconflicting parties through job redesign,transfers, creation of coordinating

positions etc.

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Conflict Management Styles Avoiding The desire to withdraw from or

suppress a conflict. (Unassertive Uncooperative)

Accommodating The willingness of one

party in a conflict to please the opponentsinterests above his or her own. (Unassertive Cooperative)

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Competing A desire to satisfy onesinterests regardless of the impact on the

other party to the conflict. (Assertive Uncooperative)

Compromising A situation in which eachparty to a conflict is willing to give upsomething. (Moderately assertive &cooperative)

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Collaborating A situation in whichthe parties to a conflict each desire to

satisfy fully the concerns of all parties.(Assertive Cooperative)

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Competing style could be used

When there is no time; when quick action

is required When any solution is unpopular

When other lack expertise

On issues vital to company welfare whenyou know you are right

By: Rajat Jhingan


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Collaborating style could be used

When issues are complex and require input

and information from others When long term solutions are needed

When dealing with strategic issues

When commitment is needed

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Compromising style could be used

When goals are clearly incompatible

When parties have equal power

As a backup when collaboration orcompetition is unsuccessful

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Avoiding style could be used

When issues are trivial

When conflict is too high and parties needto cool off

When others can resolve the conflict more

effectively

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Accommodating style could beused

When the issues are unimportant to you

When your knowledge is limited

When you realize that you are wrong

When harmony and stability are moreimportant

When you have no power

By: Rajat Jhingan

conflict management by rajat jhingan

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