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Module 4 :Session 4
Conflict management
Developed by Dr J Moorman
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Common sources of conflict
• Competition for scarce resources
• Different values and interests of people
• Antagonistic roles of different people
• Acquisition of power
• Communication breakdown
• Introducing change
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Types of conflict
• Individual conflict (personal problems)
• Organisational
- Intra-individual – within an individual
- Inter-individual – between two
individuals
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DCST – Persons in the middle
• Faced with expectations from above
• Faced with expectations at own level
• Faced with expectations from below
ROLE CONFLICT
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Definition of Role
The term “role” is used to represent
behavior of an occupant of a given position
How individuals in a specific role behave depends on
How they feel they should behave
How they believe other people should respond to their actions
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Role Conflict
Role conflict is a type of social conflict caused from an individual being
expected to take on separate and incompatible roles.
Breakdown in standard mechanisms of decision making
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Types of Role Conflict
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Role Ambiguity
This happens when a person is not clearly aware of the rights and duties associated with his/her role or has not properly learnt the patterned sequence of activities that relate to his/her rights and duties.
Role ambiguity can arise about the following aspects:
The scope of one’s responsibilitiesThe limits of authorityThe rules, sanctions and its applicationThe legitimate vs. the illegitimate aspects of
authority behavior
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Role Overload
Having too much work to do in the time available
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Inter-sender role conflictArises as the result of the expectations of one
“role sender” conflicting with the expectations of another “role sender.”
Basically conflicting expectations
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Intra-sender role conflict
When a person is not capable – or resources and time are not
sufficient – to do a job.
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Person role conflict
Role incompatible
with value system
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Inter-role conflict
• Someone has multiple and divergent roles.
• The expectations attached to one role conflict with the expectations of the same individual in another role
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Conflict is destructive when it…
• Diverts attention from important activities
• Undermines morale
• Reduces Co-operation
• Leads to irresponsible behaviour
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And it can be constructive when….
• It results in clarification and solution to problems
• Helps relieve anxiety and stress
• Improves communication, co-operation and understanding
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Inter-individual conflict usually due to
• The heterogeneity of personnel
• Differences in values, expectation, attitudes, interests
• All this creates fertile ground for conflict
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How to avoid and resolve conflict
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How to resolve conflict
Many ways of resolving conflict
Method you use depends on the
cause of the conflict
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Solving conflictStep by step process
1. Define the problem or issue to be addressed
2. Analyse the issues and generate alternative courses of action
3. Evaluate the alternatives and select the best course of action
4. Implement the decision5. Monitor the result and evaluate the
impact
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How to resolve conflict1. Avoid the conflict
2. Wait (it might go away)
3. Accept - conform to conflict expectation
4. Compromise – bargaining and splitting the difference
5. Use of authority – legitimate power used to bring about compliance
6. Independent action – third party intervention – third party used as a mediator
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Avoiding conflict• Be calm
• Respect
• Be magnanimous
• Discuss / debate
• Be rationale
• Acknowledge emotions
• Be precise
• Be aware of displacement
• Think creatively
• Use the right words
• Change the environment
• Be honest
• Get ego out of your management style
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Negotiation• Process by which you try to reach
agreement,
• Bargaining – parties have different preferences.
• Win / win or win / lose strategy
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NegotiationWin-lose
• Defines conflict as a win lose strategy
• Pursue own outcomes
• Force the other group into submission
• Communicate high rigidity to communicate own position
• Threaten
• Use inaccurate and misleading communication
Win-win
• Defines conflict as a mutual problem solving situation
• Pursue joint outcome
• Find creative solution to satisfy both groups
• Use open and honest communication
• Communicate the flexibility of your position
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Factors influencing choice of action
Legitimacy
• Compromise if expectations of both parties are perceived to be legitimate
• If both expectations are not perceived to be legitimate - avoidance
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Factors influencing choice of action
Sanction
• For example, if both A and B have strong negative sanctions, you will need to compromise.
• Workers will follow their own inclinations if both managers have weak sanctions
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Factors influencing choice of action
Power
• If manager A has more power than manager B = conform to A
• Compromise if both have power
• If neither have power – independent action