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Bismilla Hir Rahma Nirraheem
CONFLICT MANAGEMENT
• CONFLICT: (A disagreement of ideas or
interests).
• Levels: Intraindividual(Desire to achieve
two goals that are incompatible, e.g. wish
to work and be housewife, good
researcher and interpersonal
relationship). Interpersonal, Intergroup,
Organizational, and International.
Definition & Explanation:
• divergent – incompatibility
• A painful or unhappy state of
consciousness resulting from a clash or
contest of incompatible desire(s), aim(s),
derive(s).
Functional (constructive) &
Dysfunctional): If it
• supports the goals of the organization
and improves the organization’s
performance is called functional.
• hinders organizational performance is
defined as dysfunctional.
Q. Who decides? Perception of
people or ---any criterion
• CONTEMPORARY VIEWS OF
CONFLICTS
• Inevitable, endemic, and often legitimate
(due to interdependence).
The CLASSICAL Management
• views as evidence of breakdown in the
organization: failure on the part of
management to plan adequately and/or to
exercise sufficient control.
In HUMAN RELATIONS Theory
• views, as evidence of failure to develop
appropriate norms in the group.
• TRADITIONAL ADMINISTRATIVE
Theory has been in favor of the ideal of a
smooth running organization,
characterized by harmony, unity,
coordination, efficiency, and order.
EFFECTS OF CONFLICTS:
• Psychologically: alienation, apathy,
hostility, indifference-• Physically: absence, tardiness, turnover,
property damage, minor theft• Medically: Ulcer
Conflicts have positive aspects?
• Spurs initiatives
• Creates energy
• Stimulates new ideas
COMMON TYPES OF CONFLICTS IN
ORGANIZATIONS
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Conflicts with authority
Conflicts between functions
SOME CAUSES:
 Unclear authority structure
 Conflict of interests
 Personal dispute (s)
 Perception of organizational
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 Unfair division of work
 Incompetent discipline
 Absence of esprit de corp.
 Laissez-faire administration
 Interpretation
 Communication
 Who should do what?
 Poor coordination of activities
EFFECT OF CONFLICTS ON
ORGANIZATIONAL
• Positive and Negative
• RESOLUTION: Impose OR
Compromise
• What happens by imposing solution's)?
• (Encourage retaliation – Discourage
interchange of ideas).
• Result: Outcomes are reasonably certain.
• Compromise: Rarely satisfy parties.
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• BEST Strategy: Be Just
• Good Strategy:
Relate particular
circumstance to the objective of the
organization.
• Some other strategies:
• Job rotation
• Job design
• Improving team spirit
.
• Group bonus
• Flow of information through the
organization
• Lessen boundaries of the internal
departments
• Counseling
• Charismatic leadership
GROUP DYNAMICS; MAKING
GROUPS WORK
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Workshop objectives:
By the end of this session each attendee
will be able to :
Identify Group Dynamics Process and
Concepts and Their Application in
Implementing the EI process
Describe Several Techniques for
Effectively Handling Group Meetings
AGENDA
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Group Development: A dynamic Process
Influencing Factors
The Leader as a Facilitator
The Recorder
Consensus Decision Making
Personality Styles: Identification and Management
Group Conflict: Analysis and Diagnosis
Summary and Evaluation
Group Development: Purpose of The
Group
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Identify the Purpose as perceived by each
individual member.
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Purpose of the Group
Reason for membership
Identify the purpose as conceived by
program plan:
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Purpose of the Group
Relationship to other Groups
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Identify outcomes expected as a result of
each individual group meeting:
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As effecting individual members.
As effecting the organization
Identify outcomes expected as a result of
the implementation of the program plan.
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As effecting individual members
As effecting the organization
Group Development: Important
Contributions of Organizational
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They can do the bulk of the work of the
organization
So Defined by the purpose/goal statement.
They provide an opportunity for specific
individuals
To do the kind of work for which they are
especially suited
They provide an excellent training round for
new leaders.
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They can draw from the training and experience
of a wider representation of the organization
They permit wider participation of the member
of the organization.
The group members collectively have wider
contacts and can provide greater access to the
means to accomplish the group goals.
they provide a channel of direct communication
and a reporting contact with decision makers.
Group Development: Selection of
Members
• The Members:
• Must have an interest in the purpose of the
group.
• Must have a relevant knowledge of skill.
• Should be able to benefit them.
• Should develop a greater identity with the
organization.
• Should have access to resources.
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Should be largely compatible with each
other.
• Should be largely compatible with the
leaders.
• Could be selected as representatives:
– Representing different opinions or points
of view.
– Representing different department or sub
groups
– Representing Different geographic
locations.
Group Developing : Influencing
Factor
• Group Size:
• Studies have shown that group size should vary
according to need. IE: The ideal maximum for a
Decision-making group is 7; the ideal maximum
for a facto finding group is 14.
• Groups with an even number of members in
attendance make more accurate decisions because
they are less likely than odd numbered groups to
resort to the simple process of voting
• Odd numbered group work faster.
Group space
• Seating arrangements and comfort
• Floor plan arrangement (other
furniture/equipment)
• Group member flow patterns]
• Natural or electrical light
• Window (amount and location)
• Color and interior design
• Acoustics and sound/noise
• Temperature and humidity
• Location of group space in relationship to other
member activities.
Group Time
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Irregular or consistent
Time of day
Day of week
Duration of meeting
Duration of Formal meeting
Duration of entire meeting
Duration of component parts
Duration of member contributions
Group Cohesiveness:
• Is the degree to witch group members are of one
mind and thus can act as one body. Sometimes
cohesiveness is thought of as group loyalty, group
solidarity or group pride.
• Results form homogeneity of membership
(common goal), stability of membership over
time, and high status.
• In general creates more effective groups. Also,
effective groups are more cohesive.
• Can be influenced by selection, transfer, location
and other influencing factors.
• Can be established and enhanced by threats from
“the outside.
Group Culture, influence, and
control
• A developed group becomes its own society.
It ahs its own language, customs, rituals and
ways of doing things.
• Group conversations often center around
themes ( regardless of the relevance to
group purpose).
• These themes are part of group culture.
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• A group can and will be influenced by
power
– From group members
– From organizations
• A developed group can and will exercise
power.
• Over group member
• Over organizations
Common Problems Encountered in
Groups:
SOLVING PROBLEMS OF
CONFLECT
• Talk to each party as openly as possible
• State aims, view and feelings openly but
calmly, and try to avoid reiteration.
• Focus on future action rather than on the
events of the past.
• Listen carefully to each other’s point of
view and seek to understand.
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• Try to build on each other’s ideas
• Trust each other’s good faith and try to act
in good faith.
• Plan some clear actions to follow the
discussion specifying who will do what by
when.
• Set a date and time to review progress and
keep it at all costs.
GUIDELINES FOR HANDLING
CONFLICT
In order to minimize the destructive effects of
conflict the following principals should be
observed:
1. Maintain as much communication as
possible with all parties.
2. Refrain from the temptation to talk about
the other person behind their back.
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3. If you see signs of interdepartmental
conflict, try to establish projects on either
neutral or sensitive subjects.
4. Try to see all sides of a dispute,
( remembering that most staff will only
behave negatively if they believe they are
under threat or attack.)