2. Definition of 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.” (Thomas KA)
• Austin et al defines conflict “as a disagreement
between two or more individuals or groups, with
each individual or group trying to gain acceptance
of its views or objective over others.”
3. Conflicts
• “Clash of interests when one or more parties
want the same thing”
• People like to avoid conflicts
• Conflicts cannot be solved, only can be resolved
• Affected person is You
4. • Conflict cannot be predicted through a
behaviour
• Hence, Conflicts cannot be expressed through a
behaviour
5. Transitions in Conflict Thought
• Traditional View Conflict:
▫ The belief that all conflict is harmful and must be avoided
▫ Conflict was viewed negatively and discussed with such
terms as VIOLENCE,DESTRUCTION and
IRRATIONALITY to reinforce its negative connotation
• Interactionist View of Conflict:
▫ The belief that conflict is not only a positive force in a
group but also an absolute necessity for a group to perform
effectively. It encourages conflict on the grounds that are
harmonious, peaceful and cooperative
• Resolution Focused:
▫ Conflicts in rare occasions, its unavoidable
6. What can create Conflicts???
Personal traits
Aggressive
Behaviour
Supportive
behaviour
Absorbs
Conflicts
Creates
Conflicts
8. Conflicts & Modern Management
• Conflicts create analytical thinking – Divergent/Convergent
• People do not express their views – Lack group Cohesiveness
Chak De India!!
9. Functional & Dysfunctional Conflicts
• All conflicts are not bad, Some are conducive
▫ Functional/Healthy – People with differing
perceptions
▫ Dysfunctional - People with differing values
10.
11. Functional Conflicts
• Organizations creates competitive environment
(Healthy Tug of War) due to scarce resources
Management do it purposefully, so that the
department use the resources efficiently
12. Origin of Conflicts
• Difference in interests
• Type of Work Efforts
• Personal approaches towards work
• Timing of certain Events
• Attitudes of People
13. Types of Conflict Situations
• Intrapersonal Conflicts
• Interpersonal Conflicts
▫ Task Conflicts
▫ Process Conflicts
▫ Relationship Conflicts
• Inter-Group Conflicts – Between two Groups like Managements &
Labour
• Inter-Organizational Conflicts – Between two organizations like
competitors
• Inter-Industry
• Inter-Nations
14. • Task Conflicts:
▫ Conflicts over content and goals of the work
▫ Low to moderate levels of this type are Functional
• Relationship Conflicts:
▫ Conflicts based on interpersonal relationships
▫ Almost always Dysfunctional
• Process Conflicts:
▫ Conflict over how work gets done
▫ Low levels of this type are Functional
15. Causes of Conflicts
• Behavioural – Misunderstanding, Perceptions, Personality
• Structural – Roles, Goals, Structures
Behavioural
Issue
Structural
Issue
Issue with
Both
No Issues
16. Behaviours that manage Conflicts
• Jack Gibbs identified certain behaviour that
should be avoided and certain behaviour that
should be needed.
Aggressive
Supportive
17. Aggressive Vs Supportive
Aggressive Supportive
Judgmental Try to understand
Controlling Problem Oriented
Strategy – Driven/ Goal driven Situational
Neutral Empathy
Superiority Equality
Dogmatic Open-Minded
19. Process of Conflicts
• Latent Conflict (Stage 1):
▫ When two or more parties need each other to achieve
desired objectives, there is potential for conflict.
▫ Latent Conflict often arises when change occurs. Conflict is
likely to be caused by a budget cutback, a change in
organizational direction, a change in personal goals or the
assignment of a new project to an already overloaded team.
• Perceived Conflict (Stage 2):
▫ This is the stage at which members become aware of a
problem. Incompatibility of needs is perceived and tension
begins as the parties being to worry about what will
happen. But no party feels that it is being overly
threatened.
20. • Felt Conflict (Stage 3):
▫ At this stage parties become emotionally involved and begin to
focus on differences of opinion and opposing interests. Internal
tensions and frustration being to crystallize, and people begin to
build and emotional commitment to their position.
• Manifest Conflict (Stage 4):
▫ At this stage parties engage in actions that help to achieve their
own objectives and ruin those of others. Conflict behaviors vary
from the subtle, indirect and highly controlled forms of interface
to direct, aggressive, violent and uncontrolled struggle. At the
organisational level strikes or lock-outs are the result.
• Conflict Outcome (Stage 5):
▫ The conflict finally results in an outcome which may be functional
or dysfunctional. If handled well, the result is functional conflict.
If mishandled, the consequences are dysfunctional conflict.
21. Five Strategies to resolve Conflicts
• Passive Role (Ignore)
• Smoothing (Try to Pacify)
• Compromise (Negotiate)
• Domination (My way or the Highway!)
• Problem Solving (Positive Confrontation
through Emotional Quotient)
Leads into Collaboration Synergy
22.
23. Negotiation
• System in which two or more parties exchange what
they have in return for what they need.
• Collective bargaining
• More effective because of the introduction of a third
party
▫ Distributive Bargaining –
Negotiation that seeks to divide up a fixed amount of
resources; a WIN-LOSE Situation
▫ Integrative Bargaining –
Negotiation that seeks one or more settlements that can
create a WIN-WIN solution
25. Third Party Negotiations
• Four Basic Third Party Roles
▫ Mediator
A neutral Third Party who facilitates a negotiated solution by
using reasoning, persuasion and suggestions for alternatives.
▫ Arbitrator
A Third Party to a negotiation who has the authority to dictate
an agreement
▫ Conciliator
A trusted Third Party who provides an informal
communication links between the negotiator and the opponent
▫ Consultant
An impartial Third Party, skilled in conflict management, who
attempts to facilitate creative problem solving through
communication & analysis.
26. Conflict Management Techniques
• Handling Conflict in the workplace is the most
important skill for a successful career.
• Conflicts cannot be eliminated; they can only be
managed
27. Conflict Resolution Techniques
• Problem Solving
• Super ordinate Goals
• Expansion of Resources
• Avoidance
• Smoothing
• Compromise
• Authoritative Command
• Altering the Human Variable
• Altering the Structural
Variables
28. Conflict Stimulation Techniques
• Bringing in Outsiders
• Communication
• Restructuring the Organization
• Appointing a Devil’s advocate
