MBA C003: Organisational Behaviour

Unit 5: Conflict Management

Session 5: Nov 9, 2010

Company

LOGO Dr Abdul Gani

Learning Objectives

Describe the concept and causes of conflict in organizations. Identify the positive and negative consequences of conflict in organizations. Describe stages and strategies for managing conflict in organizations.

WHAT IS CONFLICT ?
Opposition arising from disagreements due to inconsistent objectives, thoughts, or emotions within or among individuals, teams, departments or organizations. 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. A disagreement between people that may be the result of different: Ideas Perspectives Priorities Preferences Beliefs Values Goals Organisational structures

Assumptions about Conflict

Its bad if: Never surfaced Surfaced, and left to fester and not resolved Surfaced, personalized, or allowed to escalate into conflict traps It can be helpful if: Surfaced early, used to identify underlying interests Focused on interests and problems, not people Used to broaden alternatives, address interests of all stakeholders Used to improve relationships Modern conflict resolution tools are applied, skillfully But, easier said than done! When is conflict likely to be dysfunctional and you should not negotiate? Crisis -time is critical (emergency rescues) Routine tasks -i.e., optimal way is well known Basic value/commitment violated and you want to send message that conflict is not legitimate, e.g., hostage situations, blackmail, wildcat strikes, parent-child decisionsand obviously faculty-student

Approaches to Conflict
The Traditional Approach(Functionalist View)
Negative view

The Human Relations Approach(Humanistic view)

Positive view

The Interactional Approach ( Interactionist View ) Balanced view

Sources of Conflict
1. 2. 3. 4. 5. 6. Misunderstandings. Differences of value Differences of viewpoint. Differences of interest. Differences in style. Unconscious factors

Types of Conflict
Functional Conflicts Dysfunctional Conflicts Process conflicts: Task Conflicts: Relationship Conflicts Intra-personal Conflicts Inter-personal Conflicts Intra-group Conflicts Intra-group Conflicts

The Conflict Process

Conflict Process model stages:

Potential for conflict Recognition of conflict Selection of Conflict Styles(Intentions) Conflict Behavior Conflict Outcomes

CONFLICT MANAGEMENT STYLES

High Assertion

Competing

Collaborating

Love Assertion

Compromising Avoiding Accommodating

Low co-operation

High co-operation

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Conflict Handling Styles/Strategies

Styles of Handling Conflict

Conflict Managing Styles and Life positions

Passive behavior

Im not OK Youre OK Accommodating style Compromising style

Im OK Youre OK Collaborating style

Assertive behavior

High concern for others needs

Unassertive behavior

Avoiding style

Forcing style

Aggressive behavior

Low concern for others needs

Im not OK Youre not OK

High concern for own needs

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Im OK Youre not OK

Conflict Resolution
Outputs from conflict resolution Winning and losing pay-offs The four possible pay-off patterns from a two party conflict. Party A A wins Party B B wins B loses Win-win Lose-win A loses Win-lose Lose-lose

Conflict- Intensity Continuum

Conflict Outcome

Benefits of constructive Conflict

opportunities for learning and development improvement in working Increased general understanding of the viewpoints, tasks and people involved Increased understanding of your own and others style Greater mutual respect and trust amongst those involved. Increased sense of commitment and loyalty to the organization

Next Session

Unit 5 : Negotiation Styles

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SHRM

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2008

Thank You

Best of Luck

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