CONFLICT MANAGEMENT hpl sub

Conflict Defined :

According to K.W. Thomas :

Is 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.

According to B. Kabanoff :

Conflict refers to a disagreement, opposition, or struggle between two or more
individuals or groups.
OUTCOMES OF CONFLICTS:
Not all conflicts are bad.

In fact, some types of conflicts encourage new solutions to problems & enhance the
creativity in the organizations.

In these cases, managers will want to encourage the conflicts.

The consequences of conflict can be positive or negative, as shown below :
OUTCOMES OF CONFLICTS:
1. Functional Conflict : (Positive)

Conflict that supports the goals of the group and improves its performance.
Functional conflict can produce new ideas, learning, & growth among individuals.

2. Dysfunctional Conflict : (Negative)

Conflict that hinders group performance.
Also known as destructive form of conflict
Dysfunctional Conflict is an unhealthy , destructive disagreement between two or more
people
c POSITIVE CONSEQUENCES NEGATIVE CONSEQUENCES

Leads to new ideas Diverts energy from work
Stimulates creativity Threatens psychological well-being
Motivates change Wastes resources

Promotes organizational vitality (Existence) Creates a negative climate

Helps individuals & groups establish identities Breaks down group cohesion
Serves as a safety valve to indicate problems Can increase hostility (hatred) & aggressive
behaviors
Sources of Conflict
C
Sources of Conflict
Different Goals and Time Horizons :
Different groups have differing goals and focus.


Overlapping Authority :
Two or more managers claim authority for the same activities which
leads to conflict between the managers and workers
Sources of Conflict
Task Interdependencies :
One member of a group or a group fails to finish a task that another
member or group depends on, causing the waiting worker or group to
fall behind.


Different Evaluation or Reward Systems :
A group is to be rewarded for achieving a goal, but another
interdependent group is rewarded for achieving a goal that results in
conflict with the first group.
Sources of Conflict
Scarce Resources :
Managers can come into conflict over the allocation of scare resources.


Status Inconsistencies :
Some individuals and groups have a higher organizational status than
others, leading to conflict with lower status groups.
Types of Conflict
Interpersonal Conflict :
Conflict between individuals due to differences in their goals or
values.

Intragroup Conflict :
Conflict within a
group or team.

Types of Conflict
Intergroup Conflict :
Conflict between two or more teams, groups or departments.
Managers play a key role in resolution of this conflict

Interorganizational Conflict :
Conflict that arises across organizations.
Conflict Management Strategies
Managers have at their disposal a variety of conflict management styles :
avoiding, accommodating, competing, compromising & collaborating

The way they handle conflict depends on the degree to which they seek
to satisfy their own concerns (Assertiveness )& the degree to which
they try to satisfy the other persons concerns (Cooperativeness)
Conflict Management Strategies
Avoidance
two parties try to ignore the problem and do nothing to resolve the
disagreement
not paying attention to the conflict and not taking any action to
resolve it.

Accommodation
one party simply gives in to the other party
allowing the other party to satisfy their concerns while neglecting
your own.
Conflict Management Strategies
Competition
A desire to satisfy ones interests, regardless of the impact on the other party to
the conflict.
each party tries to maximize its own gain and has little interest in understanding the
others position

Compromise
each party is concerned about their goal accomplishment and is willing to engage in
give-and-take exchange to reach a reasonable solution.
attempting to resolve a conflict by identifying a solution that is partially satisfactory to
both parties, but completely satisfactory to neither.
Conflict Management Strategies
Collaboration

Cooperating with the other party to understand their concerns and
expressing your own concerns in an effort to find a mutually and
completely satisfactory solution

Parties try to handle the conflict without making concessions by
coming up with a new way to resolve their differences that
leaves them both better off.

Negotiation


Parties to a conflict try to come up with a solution acceptable to
themselves by considering various alternative ways to allocate
resources to each other

Third-party negotiator
Third-party negotiator

An impartial individual with expertise in handling conflicts

Helps parties in conflict reach an acceptable solution
Types of Third-party negotiators
Mediators :
facilitates negotiations but no authority to impose a solution

Arbitrator :
can impose what he thinks is a fair solution to a conflict that both parties
are obligated to abide by

Types of Third-party negotiators
Conciliator :
A trusted third party who provides an informal communication link
between the negotiator and the opponent.

Consultant :
An impartial third party, skilled in conflict management, who attempts to
facilitate creative problem solving through communication and
analysis