2. Conflict
• Conflict is associated with situations that involve contradictory
interest between two opposing groups.
• Appearance of difference, difference of opinions, of interests.
• A process that begins when one party perceives that another party
has negatively affected, or is about to negatively affect, something
the first party cares about.
• Disagreement between two or more individuals or groups trying to
gain acceptance of its view over others.
3. Features of conflict
• Not able to choose among the available course of action
• Conflicting perceptions, values and goals
• Series of events
• Must be perceived by the parties
4. Transitions in conflict thought
• The Traditional view
Conflict was considered totally bad and was to be avoided.
• The Human relations view
Management should be concerned with avoiding conflict if possible and
resolving it as soon as possible
• The Interactionist view
Group leader must allow some conflicts to happen in the group, so that
the group may remain self critical & creative.
11. Individual experiences three types of conflict
with in himself:
Frustration- aggression, withdrawal, fixation, compromise
Goal conflict- approach-approach conflict, approach-avoidance
conflict, Avoidance –avoidance conflict
Role conflict- role ambiguity, role conflict, role overload
14. Organizational conflict
• Conflicts at individual level, group level or inter group level are all
inherent in the organization level conflict.
• Between seller and buyer organization
• Interdependent organizations.
15. Causes of conflict
• Communicational Aspects of conflict
• Behavioral aspect of conflict
• Structural aspect of conflict
16. Causes of Team Conflict:
External Issues
• Competing for scarce resources
• Lack of information sharing
• Lack of clear direction
• Others working on same issue
17. Causes of Team Conflict
Team Member Issues
• Performance issues
• Behavior problems (absenteeism, late work, not doing what promised)
• Work quality problems
18. Causes of Team Conflict:
Team Member Issues
• Interaction/Communication Issues
• Schedule conflicts
• One member taking over
• Conflict between members
• Disagreeing over responsibilities
• Differing values, attitudes, or personalities
19. Conflict:
When to call the boss
• External issues - almost always
• Team performance issues
• use strategies for conflict management and attempt to resolve
• if no immediate and sustained improvement, ask the boss for facilitation
assistance
20. Conflict:
When to call the boss
• Team interaction/ communication issues
• require immediate facilitation, inform boss and discuss next steps together
22. Conflict Management
• Preventive measures
Establishing common goals
Reduction in interdependence
Reduction in shared resources
Trust and communication
Coordinating
Exchange of personnel/ role reversal
Use of superior authority
Reorganization of groups
25. Accommodating
People who accommodate are unassertive and very
cooperative.
• Give in during a conflict
• Acknowledge they made a mistake/decide it was no
big deal
• Put relationships first, ignore issues, and try to keep
peace at any price
• Effective when the other person or party has a better
plan or solution
26. Avoiding
People who avoid conflict are generally unassertive and uncooperative.
• Avoid the conflict entirely or delay their response instead of voicing
concerns
• Can create some space in an emotional environment
• Not a good long-term strategy
27. Collaborating
Collaborators are both assertive and cooperative.
• Assert own views while also listening to other views
and welcoming differences
• Seek a “win-win” outcome
• Identify underlying concerns of a conflict
• Create room for multiple ideas
• Requires time and effort from both parties
28. Competing
People who approach conflict in a competitive way assert themselves
and do not cooperate while pursuing their own concerns at another’s
expense.
• Takes on a “win-lose” approach where one person wins and one
person loses
• Does not rely on cooperation with the other party to reach outcome
• May be appropriate for emergencies when time is important
29. Compromising
Compromisers are moderately assertive and
moderately cooperative.
• Try to find fast, mutually acceptable solutions to
conflicts that partially satisfy both parties
• Results in a “lose-lose” approach
• Appropriate temporary solution
• Considered an easy way out when you need more
time to collaborate to find a better solution
31. Which one is best?
There is no BEST way to handle conflict. Each conflict is different and
requires a different response.
As a society, we teach:
“Two heads are better than one.” (Collaborating)
“Kill your enemies with kindness.” (Accommodating)
“Split the difference.” (Compromising)
“Leave well enough alone.” (Avoiding)
“Might makes right.” (Competing)
32. Conclusion
• Different conflict management styles may be used when faced with
different situations.
• Knowing yourself and fully understanding each situation will help you
understand the conflict management style needed.
• Try a scenario-based approach to test the effectiveness of different
approaches to specific situations.
33. Which Conflict Style Is Best?
• Use compromise
• When goals are important
but not worth the
effort/disruption of more
assertive approach
• Use collaboration
• When concerns are too
important to be
compromised
• When objective is to merge
insights, gain commitment
• When have the time
• Use avoidance
• When an issue is trivial
• To temporarily delay, allow
emotions to cool
• Use accommodation
• When you find you
are wrong
• As a favor, build relationship
• Use competition
• When quick, decisive action
vital
• When don’t trust opponent
34. You can decide...
• Understanding the impact of your family and community on your
ideas about conflict can allow you to make decisions about how you
deal with conflict now
• We are our history
• We make our history
