Conflict Management
Conflict
• “Conflict is disagreement between two or more individuals or
groups with each individuals or group trying to gain acceptance
of its view or objectives over others”
• “Disagreement through which the parties involved perceives a
threat to their needs ,interests or concerns”
• “conflict is the expression of disagreement over something
important to both sides of a dispute.”
• Conflicts is often needed for
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Helps to raise & deal with problems
Energizes work to be on the most appropriate issues
It motivates individuals to participate
Helps people learn how to recognize & benefit from their
differences
• Conflicts is a problem when
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It affects productivity of an orgenisation or a group
It reduces moral of individuals , involved in the conflict
It affects individuals behavior
It also leads to the feeling of anger ,frustration ,hurt , anxiety of
fear
Causes Of Conflict
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Communication factor
Structural factors
Size
Participation
Line-staff distinctions
Reward system
Resource interdependence
Task interdependence
Power
Personal behaviour factor
Communication style
Workforce diversity
Difference in goals
Differences in perceptions
Emotional conflict
Constructive / positive aspect of conflict
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Conflicts leads to greater creativity, more enthusiasm & better decision
People can develop by learning that perception or information were incorrect.
It leads to improved ideas, searching for new options & increased interest &
creativity.
Improvements in the quality of decision.
Conflict can provide environment of self-evaluation & change
Conflict is also an solution for groupthink ,as it does not allow groups to passively
accept decision that can be based on inadequate information , weak assumptions
An optimal level is where there is enough conflict to stimulate creativity, prevent
stagnation and allow tension to be released
Motivation should enhanced through the creation of challenging & questioning
environment.
Attitude of curiosity , genuineness ,listening ,questioning , humanity .
A 2 –way process:- trying to achieve mutually acceptable outcome ,broad vision ,
open to change
High level of personnel responsibility for process ,balance between giving & taking
Increase the involvement of individuals in solving problems
Helps to building cohesiveness among people by sharing the conflict , learning
from each other
Destructive aspect of conflict
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It may arises anxiety in individuals ,increase tension
Lower satisfaction
A climate of mistrust & doubt
Decrease productivity
Unequal information
Affect effectiveness of the group or orgenisation
Increased employee absence & turnover rate
Out of control
Divert energy from more important activities & issue
Narrow interest
Destroy the moral of people
Reduce inter-group co-operation.
TYPES OF CONFLICTS
Conflicts
Intra-individual ( or Intrapersonal ) occurs at
personal level.
Frustration
Approach –
Approach
Conflict
Approach –
Avoidance
conflict
Inter- personal conflict
occurs at group level
Goal
Organizational
conflict occurs at
organization level.
Role
Avoidance –
Avoidance
conflict
Intra sender
Inter -sender
Inter - role
Person - role
Role - overload
Horizontal
Vertical
Types of conflict
Three different types of conflicts :1. Intra-individual conflicts ( or Intra-personal ) occurs at personal level.
2. Inter- personal conflict occurs at group level
3. Organizational conflict occurs at organisation level.
1.Intra-individual or Intra-personal :- occurs at personal level. Also known as
internalised conflict which is internal to the individual and perhaps the most
difficult type of conflict to analyze. It represents a situation where an individual
is in a problem of decision making within himself.
Reasons for intra-individual conflict
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A number of competing needs and roles
A variety of different ways that drives and roles can be expressed
Many types of barriers which can be occur between the drive and the goal
Both positive and negative aspects attached to desired goals.
Intra individual form of conflict can be analyzed in terms of
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Frustration
Goals
Roles
Types of conflict
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Conflict from frustration :- It occurs when an individual’s goal directed
behavior is blocked due to certain barriers before reaching a desired goal.
Frustration usually triggers defense mechanisms in the individual and the
individual normally reacts by physically or symbolically attacking the
barrier or the cause of conflict.
Goal conflict:- It occurs where the attainment of one goal stop the
possibility of accomplishing another. In goal conflict two or more motives
block one another. Sub types are –
Approach- approach conflict
Avoidance –avoidance conflict
Approach – avoidance conflict
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Approach- Approach conflict :- It emerges when the individual is motivated
to approach two or more positive but mutually exclusive goals. The individual
simultaneously wants both but he has to choose only one. The individual
remains undecisive. As long as he is undecisive, approach- approach type of
conflict is acting on this mind. But once the decision is taken , the conflict is
get resolved.
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2.Avoidance – Avoidance conflict :- It involves a choice between two mutually
exclusive , painful , unattractive negative roles. Mental stress and anxiety is
caused since the individual has to choose one out of the two negative
alternative . He wants to avoid both but choosing one is compulsory . This
conflict is painful for the individual in view of his inability to avoid either of
the two goals.
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3.Approach –avoidance conflict :- It involves both positive and negative feelings
associated with attractive and repulsive features of the goal simultaneously .
This type of conflict is most relevant to the analysis of organizational
behaviour. For example :- promotion will give more status and money
(approach) but it also involves transfer to remote place (avoidance) for which
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the individual repels from goal.
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c.
Role Conflict :- “The simultaneous occurrence of two or more role sending's
such that compliance with one would made more difficult compliance with
the other.
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The two expectations are mutually contradictory.
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If person is not clear about his job duties & when the person in role is not
able to respond to the expectation of other person
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Role Conflict :-Divided into five types1. Intra – sender conflict :- Takes place when the role sender demands two
inconsistent behavioral pattern
Example:- M.D. of a pharmaceutical co. asks the Quality Control Manager to
maintain high standard but simultaneously offers him incentives to ignore a
critical problem situation where saline – glucose bottles are found to contain
fungus unobservable to the naked eye.
2. Inter – sender conflict:- different role –set member may have conflicting
expectation from a particular member
Example:- the boss ask the supervisor to exercise strict control over subordinate,
but subordinate want loose supervision.
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Inter – role conflict :-such conflicts arises when an individuals hold
multiple & divergent roles
For example ,Women executives are trying to balance the interface
between career and family roles.
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Person – role conflict :-conflict occurs when person is asked to do a
job which is incompatible with his own value system
For example , an executive may be forced to keep on oiling the wheels of a
corrupt system but his moral values pinch and prohibit him from
doing so.
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Role – overload conflict :- Conflict takes place when qualitative as
well as quantitative expectations related to particular role are highly
demanding and the focal person feels short of time and resources to
meet all standards of performance.
People in modern organizations usually experience intra – role and
inter –role conflicts.
2.Interpersonal conflict :•
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it arises when Two or more individuals are interacting with one another
whereas difference of opinion between individuals about task related
matter .
These conflicts are a serious problems to many people as they deeply
affect a person’s emotions .
There is a need to protect one’s self image and self esteem damage by
others.
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Causes of Interpersonal conflict :-
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Difference in perception
Informational difference
Difference in personality
Difference in value system
Difference in status
Divergent role
3.Orgenisational conflict:• The conflict between different orgenisation is considered desirable for growth
of economy.
• It is assumed that conflict between orgenisation leads to innovative & new
products, technological advancement , & better service at lower price.
1. Horizontal conflict:-it take place between person or group operating at
the same level in hierarchy.
2. Vertical conflict:-it occurs between levels in orgenisation ‘s hierarchy.
Types of Conflict
A. Internal conflict:
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Persons Vs self
B. External conflict
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Person Vs Person, person Vs society, person Vs technology
1. Relationship conflict
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This conflicts occur because presence of strong negative emotion
,misperception , poor communication
2. Data conflict
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Data conflicts occurs when people Lack of information to make decision
,misinformed , wrong interpretation
Due to poor communication
3. Interest conflict
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Caused by competition over perceived incompatible needs
4. Structural conflict
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Are caused by limited physical resource or authority, geographic constraints,
time , organizational change
5. Value conflict
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Values are belief that people use to give meaning to their lives. values explain
what is “good ,“right or “wrong”
Conflict arises when people attempt to force one set of values on others
6. Work conflict
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There are five subtypes of work conflict
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Interdependence conflicts
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A one employee is dependent on other output
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Difference in style
Difference in background gender
Differences in leadership
Personality clashes
Team conflict:-conflicts in the team arises due to following reasons
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Lack of individual productivity
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Lack of leadership
1. cognitive conflict:- task oriented disagreement arising from difference in
perspective
2. Emotional conflict
3. Competitive conflict
Intergroup conflict
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Functional conflict
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A functional conflict is confrontation between groups that enhances &
benefits organizational performance
2. Dysfunctional conflict
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A functional conflict is confrontation between groups that is harmful to
the orgenisation or blocks goal achievement
Conflict management
• “Conflict management is the practice of identifying & handling conflict in a
sensible, fair & efficient manner”
• Strategies for managing conflict
• Constructive or functional conflict need to be stimulated & negative or
destructive conflicts must be eliminated through preventive & curative
measure.
• There are three strategies of handling conflict.
1. Conflict stimulation
2. Conflict prevention
3. Conflict resolution
1. Stimulating conflict
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Conflict may be stimulated when their is too much lethargy &
conformity in an orgenisation .
Method used by management to stimulate conflict
1. Using of informal communication
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Manager may manipulate massage inn such a way as to stimulate conflict.
Conflict can also be stimulated by redirecting massage & altering channels of
communication.
2. Reorganization work structure
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Changing the structure of orgenisation is an effective method of stimulating
conflict.
3. Encourage competition
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Healthy competition between individuals as group may be stimulated through
properly administrated incentives.
4. Bringing in outsiders
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Management shake up stagnant orgenisation by bringing in people whose attitude
,values & styles differ significantly from the prevailing norms .when such
heterogeneous person join an orgenisation divergent opinions, innovative ideas &
originality ca be developed .
2.Preventating conflict
• Preventing conflict following strategy may be used
1. Reducing interdependence
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Potential of conflict is high when two department are interdependent & share
scare resources .by reducing interdependency we can prevent conflict
between them
2. Establishing super ordinate goal
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Goal difference can be avoided by establishing mutually agreed goal
3. Rotation of personnel
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Rotation of employee between interdependent department can improve
perception & mutual understanding.
4. Developing trust & communication
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The greater the trust among the member of the unit ,the more open & honest
the communication will be minimize misunderstanding between employees.
5. Creation of liaison groups
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Intermediate unit or person they can help to prevent conflict
6. Avoidance strategy
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It involves withdrawal of parties from the scene of the conflict
7. Appeal to higher authority
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When the conflict can not be resolved at the level of parties involved ,it may be
referred to superior position
3.Resolving conflict (Curative techniques)
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Problem solving by constructive negotiation
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Expansion of resources
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Major cause of intergroup conflict is limited resources
Expanding resources resolve conflict
Smoothing
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Face-to –face meeting between conflicting group
Openly debate issues , gathering all relevant information until decision is reached
The focus is sharing information to avoid misunderstanding & find out the common
interest.
It is the process of suppressing differences existing between parties to conflict &
emphasizing on common interest.
This method is useful when the conflict is associated with aggressive feelings among the
parties.
Bureaucratic authority
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Conflict is resolved through rules ,regulation & formal authority
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Limited communication
– Encourage small communication between department stop misperception
developing.
6. Dominance of confrontation
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In this technique parties to the conflict are left free to settle their score by mobilizing
their strength & capitalizing on weakness o others
Stronger party will dominate weaker party.
Conflict management styles
Thomas- kilmann conflict mode instrument
•In 1970 Kenneth Thomas & Ralph kilmann suggested five main styles
dealing with conflict.
•They noted that different styles were most useful in different situation.
1. Avoiding strategy/style:( I lose –you lose)
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Accepting default decision ,and not hearting anyone
People avoid conflict out of fear of engaging in a conflict
Avoiding behaviour might be appropriate in following ways
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When disruption would be very costly
Issue of low importance
When victory is impossible
When the controversy is trivial
Avoiding skills are
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Ability to withdraw
Ability to sidestep issues
Ability to leave things unresolved
Sense of timing
2.Competing style(I win –you lose)
• It is characterized by high assertiveness & low cooperativeness.
• This approach may be appropriate when quick ,decisive action is
needed, such as emergencies
• When quick, decisive action is vital (in emergencies); on important
issues
• Where unpopular actions need implementing (in cost cutting,
enforcing unpopular rules, discipline).
• When you know you’re right.
• Competing skills are
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Arguing or debating
Using rank or influence
Standing your ground
Stating your position clearly
3. Accommodating strategy/style (I lose –you win)
• This mode is low on assertiveness & high on cooperativeness.
• This behaviour is appropriate
– When people realize that they are in the wrong
– When issue is more matter to the other party
– When peace is more valuable than winning
• This style important for preserving relations between parties
4. Compromising( you lose –I lose)
• This style is characterized by moderate levels of both assertiveness &
cooperativeness.
• It is mutual give & take
• It generally produce suboptimal result
• Compromising mode can be used when
– When goals of both sides are of equal importance
– When the cost of conflict is higher than cost of losing ground
– When dealing with relatively small concern
• Compromising skills are
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Negotiating
Finding middle ground
Assessing value
Making concessions
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Collaborating strategy/style:(I win –you win)
Collaboration has been described as “putting an idea on top of an idea
on top of an idea …in order to achieve the best solution to a conflict.
Both sides creatively work towards achieving the goals & desired
outcomes of all parties involved .
Focus is on working together
This style is useful when you need to bring together variety of
viewpoints to get the best solution
Collaboration mode can be taken when
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When the issue are too important to compromise
when improving relationship
When the goal is to meet as many current needs as possible by using mutual
resource
This approach represent the most beneficial mode for most type s of
conflict management
The manager utilizes the conflict to guide the conflicting parties to
address what essentially are obstacles faced by the orgenisation
Collaboration skills
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Active listening
Identifying concern
Analyzing input
Interest based relation approach( IBR approach)
• To resolve conflict by using this techniques use following rules
1. Make sure that good relationship are the first priority
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Treat other calmly & that you try to build mutual respect.
2. Keep people & problem separate
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Separating problem from the person ,real issue can be debated without
damaging working relationship
3. Pay attention to the interest that are being presented
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Give attention so you can understand the problem
4. Listen first: talk second
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Listen carefully the reply to the problem
5. Set out the “facts”
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Agree & establish the objectives
6. Explore option together
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Be open to the idea that a third position may exist
How to resolve conflict successfully?
• Following ability required to resolve conflict …
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Manage stress quickly
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Control your emotion & behaviour
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Pay attention to the feelings being expressed
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Be aware of & respectful of differences
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Listen for what is felt as well as said
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Make conflict resolution the priority rather than winning or “being right”
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Focus on the present
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Pick your battles
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Be willing to forgive
Using the tool: a conflict resolution process
• Step One:-Set the scene
– People understand that the conflict may be a mutual problem
which may solved through discussion & negotiation rather than
through raw aggression.
– Use active listening skill to ensure hear & understand other
position & perception
– Don’t talk in aggressive style
• Step two: gather information
– Ask other person viewpoint
– Try to understand his her motivations & goals ,& see how your
action may be affecting these
– Identify issue clearly and concisely
• Step three : Agree the problem
– You will need to agree the problems that you are trying to
solve before you will find mutually acceptable solution
• Step four: Brainstorm possible solution
– It provide possible solution ,& help in being open to all ideas
including ones you never considered before
• Step five : Negotiate a solution
– By this stage conflict may be resolved
– Both sides understand the position of the other
– This is where technique like win-win negotiation can be
useful to find out a solution
Conflict Negotiation
• Conflict negotiation is a body of theory & collection of skills
• The most important aspect of conflict negotiation is that the
individuals /groups in conflict directly participate in the
resolution of their own problem
• Conflict negotiation skills
1. Reflection
2. Critical thinking & analysis
3. Decision making
4. Imagination
5. Communication
6. Conflict negotiation
7. Group building
The
Negotiation
Process
The effect of conflict on orgenisation
• Negative effect
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Insubordination
Drop in productivity
Lack of direction
Fragmentation
Lack of new ideas
Quality of work
Deadlines
Poorly handled conflict can generate significant costs in
corporate setting
9. Frustration among employee
10. Costs due to legal suits can also be incurred
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Positive effect
– Increased group performance
– Improved quality of decisions
– Stimulation of creativity and innovation
– Encouragement of interest and curiosity
– Provision of a medium for problem-solving
– Creation of an environment for self-evaluation and
change
Benefits & losses of conflict to groups
• Benefits
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Productive task focus
Cohesion & satisfaction
Power & feedback
Goal attainment
• Losses
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Energy diversion
Distorted judgment
Loser effects
Poor co-ordination