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Managing Conflict,
Power and HR Politics

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Learning Objectives

Describe the nature of organizational conflict, its sources,

and the way it arises between people

2.

Identify the mechanisms by which managers and

employees can obtain power and use that power to
influence decision making and resolve conflict in their
favor

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What is Organizational Conflict?

The clash that occurs when the goal-directed behavior of

one group blocks or thwarts the goals of another

Can overcome inertia and lead to learning and change

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Although conflict is often perceived as something negative,

research suggests that some conflict can actually improve
organizational effectiveness

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Cooperation and Competition Among Stakeholders

What is Organizational Conflict?

Beyond a certain point, conflict becomes a cause for
organizational decline

Conflict leads to inability to reach consensus and indecision

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Too much time spent on bargaining rather than acting

swiftly to resolve problems

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On balance, organizations should be open to conflict and

recognize its value

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Relationship Between Conflict and

Organizational Effectiveness

Pondys Model of Organizational Conflict

Conflict is a process that consists of five sequential stages

Sources of conflict include:

o Interdependence
o Difference in goals and priorities

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o Bureaucratic factors

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Stage 1: Latent conflict: no outright conflict exists, but

there is a potential for conflict because of several latent
factors

o Incompatible performance criteria

o Competition for scarce resources

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Pondys Model of Organizational Conflict (cont.)

Stage 2: Perceived conflict: subunits become aware of

conflict and begin to analyze it
Conflict escalates as groups battle over the cause of conflict

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Stage 3: Felt conflict: subunits respond emotionally to

each other, and attitudes polarize into us-versus-them

Cooperation between units decreases

What began as a small problem escalates into huge conflict

Pondys Model of Organizational Conflict (cont.)

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Fighting and open aggression

Passive aggression doing nothing
Organizational effectiveness suffers

Stage 4: Manifest conflict: subunits try to get back at each

other

Stage 5: Conflict aftermath: conflict is resolved in some way

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If sources of conflict are not resolved, the dispute will arise

again
Conflict aftermath

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Pondys Model of Organizational Conflict

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Managing Conflict

Managing conflict is an important priority

Organizational conflict can escalate rapidly and sour an

organizations culture

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Organizations must balance the need to have some good

conflict without letting it escalate into bad conflict

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Choice of conflict resolution method depends on the source

of the problem

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Managing Conflict: Resolution Strategies

Acting at the level of structure
Because task interdependence and differences in goals
produce conflict, alter the level of differentiation and
integration to change relationships

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Increase the number of integrating roles

Assign top managers to solve conflict
Rethink the hierarchy/reporting chain

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Managing Conflict: Resolution Strategies (cont.)

Acting at the level of attitudes and individuals

Establish a procedural system that allows parties to air their

grievances
Use a third-party negotiator

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o Important for conflict between management and unions

Exchange/rotate/terminate individuals

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CEOs can also use their power to resolve conflicts and

motivate units to cooperate

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Guiding Principles

By managing conflicts skillfully, you can:

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Gain cooperation from team members

Improve performance and productivity
Reduce stress and preserve integrity
Solve problems as quickly as possible
Improve relationships and teamwork
Enhance creativity
Increase staff morale

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Resolving Conflict Situations

To manage conflict effectively you must be a skilled

communicator.
That
includes
creating
an
open
communication environment in your unit by encouraging
employees to talk about work issues.

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Listening to employee concerns will foster an open

environment. Make sure you really understand what
employees are saying by asking questions and focusing on
their perception of the problem.

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Resolving Conflict Situations (cont.)

Acknowledge that a difficult situation exists.
Let individuals express their feelings.
Define the problem.

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Determine underlying need.

Find common areas of agreement, no matter how small:

Agree on the problem

Agree on the procedure to follow
Agree on worst fears
Agree on some small change to give an experience of
success

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Resolving Conflict Situations (cont.)

Find solutions to satisfy needs:

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Problem-solve by generating multiple alternatives

Determine which actions will be taken
Make sure involved parties buy into actions. (Total silence
may be a sign of passive resistance.) Be sure you get real
agreement from everyone.

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Determine follow-up you will take to monitor actions.

Determine what you'll do if the conflict goes unresolved.

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Dealing with Anger

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When you meet with someone who is angry, you can use
the tools of effective listening to help defuse this anger.
Nevertheless, when anger is directed at you, it is much
more difficult to respond definitively, because your own
emotions are usually involved.

To effectively defuse anger, keep in mind the needs of the

angry speaker:

To
To
To
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get the listener's attention
be heard
be understood

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Dealing with Anger (cont.)

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When you meet with someone who is angry, you can use
the tools of effective listening to help defuse this anger.
Nevertheless, when anger is directed at you, it is much more
difficult to respond definitively, because your own emotions
are usually involved.

Be attentive and patient

Be sincere
Be calm

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When you're listening to an angry person:

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Conclusions

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In most conflicts, neither party is right or wrong; instead,

different perceptions collide to create disagreement. Conflict
is natural and it's up to you to respond to conflict situations
quickly and professionally. Conflict can be very positive; if
you deal with it openly, you can strengthen your work unit
by correcting problems.
Conflicting views give you a chance to learn more about
yourself, explore views of others, and develop productive
relationships. Clear and open communication is the
cornerstone of successful conflict resolution.

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Copyright

This didactic material is meant for the personal use of the student only, and is
copyrighted. Its reproduction, even for a partial utilization, is strictly forbidden
in compliance with and in force of the law on Authors rights.

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