Conflict Management

FLOW OF PRESENTATION
Introduction to conflict
Reasons for conflict
Types of conflict
Organizational conflict management
Conflict management styles
Changing views of conflict
Conclusion
CONFLICT
 Conflict is a natural disagreement
between two or more people.
 It is a process in which one party ( or
person ) perceives that its interests
are being opposed or negatively
affected by the other party.
 It exists when one or more parties
believe that the behavior of the other
prevents them from achieving their
goals.
REASONS FOR
CONFLICT
Reasons for conflict
 Law of individual differences.
 Limited resources.
 Difference in perception.
 Different values.
 Varied beliefs.
 Cultural differences.
 Job design
 Incompatible needs.
Types of Conflict
Intrapersonal conflicts
 Approach - Approach Conflict - Here, the individual
must decide between two positive choices, such as
hiring one of two well-qualified candidates to fill a
vacant position.
 Avoidance - Avoidance Conflict – Here, the choice is
between two negative alternatives, such as whether
to lay off workers or declare bankruptcy.
 Approach - Avoidance Conflict - Each choice has
positive as well as negative characteristics. For
example, a financial manager might have to decide
between a high-risk, high-return investment and a
low-risk, low-return investment.
Interpersonal conflict
Occurs when two or more
individuals perceive that
their goals, attitudes,
behaviour etc are in
opposition.
Intra group conflicts
Occurs between the
members of a same group
that results in the groups
effectiveness.
Inter-group conflict
Refers to the disputes,
disagreements, opposition
between different teams,
groups etc.
CONSTRUCTIVE CONFLICT

Results in positive benefits to individuals, the

group, or the organization.
 Opens up an issue in a confronting manner
 Develops clarification of an issue
 Improves problem-solving quality
 Increases involvement
 Provides more spontaneity in communication
 Initiates growth
 Strengthens a relationship when creatively
resolved
 Helps increase productivity
DESTRUCTIVE CONFLICT
Works to the disadvantage of
individuals, the group, or the
organization.
 diverts energy from real task
 destroys morale
 polarizes individuals and groups
 deepens differences
 obstructs cooperative action
 produces irresponsible behavior
 creates suspicion and distrust
 decreases productivity
 WHY
ORGANIZATIONS
USE CONFLICT
MANAGEMENT ?
 Effective & efficient achievement of
goals
 To have a shared vision of what they
are striving to achieve the clear
objectives for department and
individual.
 For recognizing and resolving conflicts
to promote co-operation.
CONFLICT
MANAGEMENT
STYLES
 Conflict Management Styles
Competing Collaborating
High
Assertiveness

Compromising

Avoiding Accommodating

Low Cooperativeness High

Assertiveness : Confidently aggressive or self-assured
Cooperativeness : working or acting together willingly for a common purpose or benefit.
Conflict Management Styles
 Competing style : WIN – LOSE approach. High
on assertiveness and low on cooperativeness.
 Here, people try to achieve their own goals
without the concern of others.
 Results in de-motivation of subordinates.
 Thus reduces the commitment of employees to
higher productivity.
 Used when a decision has to be taken in
emergency, or a stern action is to be taken
against an employee, or when you have to take a
important decision and there are varied opinions
among the group.
Conflict Management Styles
 Accommodating Style : LOSE – WIN
approach. Cooperative and unassertive
behavior.
 Submission to the wishes of others.
Encourages cooperation.
 May be perceived as weak and submissive
in nature and hence may be taken for
granted.
 Used when relationships are crucial,
maintaining harmony and avoiding
disruption are important in the situation.
Conflict Management Styles
 Collaborating Style : WIN – WIN approach.
 Strong cooperative and assertive approach.
 Here, conflict is recognized openly and
evaluated by all concerned parties, reasons
are found out and solutions are derived so
that all the parties involved will be satisfied.
 Used when there is a culture of openness,
required time and energy can be affordable,
there is support from the management.
Conflict Management Styles
 Compromising Style : WIN SOME –
LOSE SOME approach.
 Intermediate level of assertiveness
and cooperativeness.
 Works only in the short run. A
workable solution is somehow found.
 Used when the parties concerned
compromise with something for
nothing, or when win – win is not
possible.
Conflict Management Styles
 Avoiding Style : LOSE – LOSE approach.
 Unassertive and uncooperative behavior.
 A person here tries and remains neutral,
ignores disagreements and stays away
from conflict.
 Used when the issue is not very important
or is temporary, the individual needs time
to deal with the conflict, the other party is
too strong or someone else can deal more
effectively.
CHANGING VIEWS
OF CONFLICT
Changing Views of Conflict
Traditional Views Current Views
 Avoidable.  Not avoidable.

 Caused by  Caused by various

management errors. reasons.
 Disrupts organisation  Contributes & detracts

& prevents optimal from organizational

performance. performance.
 Task is to manage level
 Task is to eliminates
conflict. of conflict.
 Moderate level of
 Removal of conflict.
conflict.
 CONCLUSION
 Effectiveto resolve conflicts.
 Speak with your mind & heart.
 Listen well.
 Express strong feelings appropriately.
 Summarize and ask questions.
 Give and take.
 Avoid all harmful statements