1. Conflict
Management

2. Conflict. . .
. . . Exists
whenever
two or more
parties
are in
disagreement

3. Definition of the conflict:
 A process that begins when one
party perceives that another party
has negatively affected, or is about
to negatively affect, something that
the first party cares about.

4. Classification of conflicts
 Intrapersonal conflicts
 Interpersonal conflict
 Intergroup conflict

5. The Conflict Process
Perceived Conflict
Felt Conflict
Conflict Handling
Intentions
•Avoiding
•Dominating
•Compromising
•Problem-solving
•Accommodating
Overt Conflict
•Party’s Behavior
•Other’s reactions
Increased
group
performance
decreased
group
performance
Stage I: Potential
opposition or
incompatibility
Stage II: Cognition
& personalization
Stage III:
Intentions
Stage IV:
Behaviour
Stage V:
Outcomes
Antecedent Cond.
• Communication
• Structure
• Personal
Variables

6. Stage 1:Potential opposition or
incompatibility
 The presence of conditions that create
opportunities for conflict to arise.
 These conditions have been condensed in
three categories;communication,structure
and personal variables.
Communication:Differing word
connotations,jargon,insufficient exchange
of information and noise in the
communication channel are all barriers to
communication and may lead to conflict.

7. Structure:
The word structure means size, degree of
specialization in the tasks assigned to group
members, jurisdictional clarity,member-goal
compatibility,leadership styles,reward systems,and
the degree of dependence between groups.
Personal Variables:
They include the individual value system that each
person has and the personality characteristics that
account for individual idiosyncrasies and
differences.

8. Stage II: Cognition and personalization
 This is the stage where conflict issues tend to be
defined
 The prior mentioned conditions can only lead to
conflict when one or more of the parties are
affected by, and aware of ,the conflict.
 Perceived conflict is the awareness by one or
more parties of conditions that create
opportunities for conflict to arise.
 Felt conflict is the emotional involvement in a
conflict creating anxiety,tenseness,frustration, or
hostility.

9. Stage III: Intentions
 Intentions intervene between people’s
perceptions and emotions and their overt
behavior.
 These intentions are decisions to act in a
given way.

10. Conflict Styles
HIGH Desire to Satisfy Self LOW
Desire
to Satisfy
Others
HIGH

11. Conflict Styles
HIGH Desire to Satisfy Self LOW
Desire
to Satisfy
Others
HIGH
Avoiding

12. Avoiding
I lose - you lose

13. Conflict Styles
HIGH Desire to Satisfy Self LOW
Desire
to Satisfy
Others
HIGH
Avoiding
Accommodating

14. Obliging or Accommodating
I lose - you win

15. Conflict Styles
HIGH Desire to Satisfy Self LOW
Desire
to Satisfy
Others
HIGH
Avoiding
Obliging
Dominating

16. Dominating or Forcing
I win - you lose

17. Conflict Styles
HIGH Desire to Satisfy Self LOW
Desire
to Satisfy
Others
HIGH
Avoiding
Obliging
Dominating
Compromising

18. Compromising
I give in - you give in

19. Conflict Styles
HIGH Desire to Satisfy Self LOW
Desire
to Satisfy
Others
HIGH
Avoiding
Obliging
Problem-solving
Dominating
Compromising

20. Integrating or Collaboration
I win - you win

21. Stage IV: Behavior
 This is the stage when conflicts become
visible.
 It includes the statements, actions, and
reactions made by the conflicting parties.

22. Consequences of Conflict
 Functional Dysfunctional

23. Stage V: Outcomes
 The outcomes can be Functional or
Dysfunctional.
 Conflict is functional if it improves the
quality of decisions,stimulates creativity
and innovation,encourages interest and
curiosity,provides the medium through
which the problems can be aired and
tensions released, and fosters an
environment of self-evaluation and change.
 Conflict challenges the status quo.

24. Dysfunctional outcomes
 Uncontrolled opposition breeds
discontent,which eventually leads to
destruction of the group.
 It reduces group effectiveness.
 Reduces group cohesiveness
 Retards effective communication.

25. Negotiation
 A process in which one party
agrees to exchange a product or
service with another party in return
for something.
 Ex: Collective bargaining between
labor unions and management.

26. Approaches to negotiation
 Distributive bargaining
 Integrative bargaining

27. Distributive bargaining
 It involves dividing fixed amount of
resources among the negotiating
parties.
 Zero-sum conditions
 Win-lose circumstances

28. Integrative bargaining
 Win-win
 Based on the assumption that there
exists one or more solutions to a
problem.
 The parties should be sensitive
towards each others needs; trust
and are willing to be flexible.

29. Negotiation process
 Preparation and planning (BATNA)
 Defining rules
 Clarifications and justifications
 Bargaining and problem-solving
 Closure and implementation

30. Issues in the negotiation process
 Biases in the decision-making
 Personality traits
 Cultural differences
 Third-party negotiations
a) Mediator
b) Arbitrator
c) Conciliator d) Consultant

31. Intergroup relations
 Factors affecting them are:-
1. Interdependence: degree of
interaction and type of relations
Pooled
Sequential
Reciprocal

32. 2. Task uncertainty: Highly routine
to highly non-routine
3. Orientation of time and goal

33. Managing Intergroup relations
 Rules and regulations
 Hierarchy
 Planning
 Liaison roles
 Task forces
 Teams
 Integrating departments