conflict mangement
TRANSCRIPT
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CONFLICT
MANAGEMENT
By Madhuri Bind
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DEFINITION OF CONFLICT
Conflict is generally defined as hampering
others effort by the blockage.
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TRANSITIONS IN CONFLICTTHOUGHT
Traditional View of Conflict: The beliefthat all conflict is harmful and must beavoided.
Causes:
Poor communication
Lack of openness
Failure to respond toemployee needs
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Human Relations View of Conflict:
The belief that conflict is a natural andinevitable outcome in any group.
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Interactionist View of Conflict :
The belief that conflict is not only apositive force in a group but that it isabsolutely necessary for a group toperform effectively.
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Behavioral View of Conflict :
Behavioral view point asserts that conflict is anatural and inevitable process in organizationbehavior and has both functional anddysfunctional consequences.
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Functional Conflict
Conflict that supports the goals of the groupand improves its performance.
Dysfunctional Conflict
Conflict that hinders group performance.
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SOURCES OF CONFLICT
Robbins classifies conditions or sources of
conflicts into three general categories:
Communication
Structure
Personal variables
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Communication
Semantic problems,
Insufficient exchange ofinformation,
Misunderstandings and
Noise.
Communication gaps hampercollaboration and fostermisunderstanding.
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Structure
Size,
Amount of specialization of jobs,
Standardization in the tasks,
Member/goal incompatibility,
Leadership styles (close or participative),
Reward systems (win-lose),
Dependence/interdependence of groups leads
to conflicts.
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Personal variables
These include the personalitycharacteristics and the value system which
lead to individual differences and aresources of conflict.
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THE CONFLICT PROCESS
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CLASSIFICATION OFCONFLICT
INTERNALISED( INTRA-PERSONAL)
ORGANIZATIONAL
1. Frustration Aggression Displaced aggression Regression Fixation Withdrawal
2. Role conflict Intra-sender Inter-sender Inter role Person-role Role - overload
3. Goal conflictApproach approachApproach-avoidanceAvoidance-avoidance
1. InstitutionalizedIndividual Vs individualIndividual Vs organizationHierarchial
FunctionalLine Vs staff
2. EmergentIndividual Vs informal groupFormal informalStatus
Politics
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INTERNALISED( INTRA-PERSONAL)
Frustration:
Frustration occurs when an individual isblocked from attaining a goal because ofcertain barriers.
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Role conflict
Intra-sender: Intra-sender conflict originates inthe sender who gives conflicting instructions orexpects conflicting or mutually exclusive
behavioral responses.
Inter-sender: Inter- sender conflicts ariseswhen an individual receives conflictingmessages from two or more sources.
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Inter role: Inter-role conflicts occur when anindividual belongs to more than one group.
Person-role: Demands placed by an employee'sjob/role that are incompatible with his or herpersonality or skills.
Role overload: If the individual cannot meet theexpectations placed on her/ him, she or he willexperience role overload.
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Goal Conflict
Approach
approach conflict emerges if theindividual is required to choose one out of twomutually exclusive, attractive goals.
Approach avoidance conflict involves both positiveand negative feelings, simultaneously associated withthe attractive and repulsive features of the goal.
Avoidance avoidance conflict involves a choicebetween two mutually exclusive, painful negativegoals.
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ORGANIZATIONAL
Institutionalized conflict
Emergent Conflict
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INSTITUTIONALIZEDCONFLICT
Individual vs individual conflict is common atwork.
Individual vs organizational conflict
Hierarchical conflict is the outcome ofhierarchy-based incapability.
Functional conflict is arises fromorganizational framework.
Line staff conflict
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EMERGENT CONFLICT
Individual vs informal group conflict
Formal informal conflict
Status conflict Political conflict
APPROACHES TO CONFLICT
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APPROACHES TO CONFLICTMANAGEMENT
Avoidance
Smoothing
Compromise Hierarchical decision making
Appeal procedure
System restructuring Altering human variables
Problem-solving
Bargaining
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Avoidance
Conflict can be reduced by avoiding it altogether.
This involves efforts on the part of the conflictingparties either to withdraw or distinguish the
inconsistency. By withdrawing one party enables the other to win
that is becoming the sole occupant of the goal.
Moreover, conflict can also be managed by redefiningthe goals through mutual withdrawal and establishingother non-over lapping goals.
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When withdrawal is not feasible, attempts may
be made to distinguish the inconsistency ofgoals by withholding information related to
them.
Sometimes, subordinates withhold or suppressunpleasant information to avoid conflict with
their superiors.
This technique merely facilitates the avoidanceof conflict rather than its resolution.
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Smoothing
In this technique, differences between
parties are disguised while similarities arehighlighted.
It enables the conflicting parties to realize
that they are not very much apart fromeach other.
This shared view point enhances thepossibility of working together towards a
commonly held goal.
Smoothing only provides a temporarysolution and conflict may recur, with the
re-emergence of differences in the courseof time
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Compromise
This technique forms a commonly used method tobenefit all the parties in a conflict in one way or theother.
Either the goal object is divided among the competingparties or one party provides something else to theother in exchange for the desired outcome.
This method may involve offers and counter-offers and
proves effective in arriving at a mutually satisfyingsolution, where the competing parties are of nearlyequal strength.
It is influenced heavily by the relative strength of thearties.
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Hierarchical decision making
In addition to compromise, appeal forhierarchical decision-making can be made bythe parties in conflict.
An appeal to chance- such as tossing a coin
can be made to resolve conflict by compellingthe loser party to withdraw from the situation.
An appeal to positional authority orauthoritative command can also be used toresolve conflict.
Thus, a common superior can be requestedto use his authority to resolve conflict through
a proper decision.
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Appeal procedure
Appeal procedure has been evolved to overcome theshort comings of hierarchical decision.
Thus, if the aggrieved individual feels that his
problems have not been resolved adequately by theimmediate superior, he may appeal to a highermanager or a special grievance committee or anindependent arbitrator.
However, this technique causes fear of retaliation bythe immediate superior, who has been bypassed.
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System restructuring
Role conflict can be resolved by clarifying demandsand segregating roles in different positions andpeople.
Individuals belonging to interdependent departmentscan be rotated from time to time to check narrowloyalties and misunderstanding stemming from
perceptual distortions. A matrix organization can be used effectively to
resolve a conflict through confrontation involvingconflict recognition and conciliation rather than
smoothing.
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Altering humanvariables
Perceptions, attitudes, values and beliefs can bechanged to mitigate he source of conflict.
Among the measure used to change human variablesare a series of HR training programme launched inorganizational settings.
Sensitivity training is frequently used to develop
empathy and interpersonal skills among participants. This technique facilities management of conflicts
effectively. However, it is the most difficult techniquebesides being slow and costly.
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Problem-solving
This technique seeks toresolve conflicts through faceto face confrontation andembodies measures to
accomplish the commoninterests of the parties inconflicts.
The conflicting parties arerequired to come together toresolve the problem instead ofaccommodating each others
divergent viewpoints.
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Attempts are made to identify areas of common
interests by sharing and communicatingrelevant information.
This technique enables the parties to dealeffectively with doubts and misunderstandingsthat appear in mutual discussion processes.
Both parties tend to adequately analyze theproblem and develop empathy in the viewpoints of others in the course of time.
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Bargaining
Distributive Bargaining: Negotiation thatseeks to divide up a fixed amount ofresources; a win-lose situation.
Integrative Bargaining: Negotiation thatseeks one or more settlements that cancreate a win-win solution
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Distributive Versus IntegrativeBargaining
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