CONFLICT MANAGEME! Definition of Conflict Conflict in itself is neither good nor bad. ‘The key is how we understand and respond to conflict. ‘The participants in a conflict establish the meaning of conflict with the ultimate results being determined by the feelings, beliefS, and values of those involved. Conflict is a state of unresolved differences within an individual, between individuals, an individual and a _group, oF two or more groups. Conflict of some kind will occur throughout your career. To tum it into a positive factor, it must be managed in a way that will benefit you and your organization. Conflict is based on caring, Each of the parties involved in the difficulty desires something. Usually those involved are frustrated because they cannot get something they believe they need or cannot give something they believe they should be able to give. It is also necessary that the two parties be locked into some kind of interdependent relationship, where what one does affects the other. The simplest way to reduce conflict is to eliminate the relationship, by leaving or by refusing to interact with the other party. In many situations, however, this is not only impractical, but it may be impossible. So, leaders must learn how to address and manage conflict. Types of Conflict ‘The processes of resolving conflict are influenced to a great degree by the situations in which the conflict occurs, for example within the context of the organization. Three types of possible conflict in an organization are intrapersonal, interpersonal, and intergroup. Intrapersonal conflict: An experience that takes place within an individual. It occurs in relation to temptations to stop dieting as well as in a major decision of getting into better physical shape to get a 00d evaluation report An individual experiencing guilt as a result of inner conflicts often becomes depressed, irritable, and restless, However, identifying the actual source of the conflict and distinguishing between what one wishes to do and what should be done are two steps in managing inner conflict successfully. Wishing leads to daydreaming and continued conflict, while authentic wanting leads directly to a specific behavior. ‘Thus, when there is a follow-through behavior, an individual feels stronger and more confident; he has risen to a personal challenge and brought about positive personal change. Interpersonal conflict: Conflict between individuals in the same organization. It exists whenever people interact in some way to produce results or achieve goals. Because they differ, however, in many ways, attitude, personality, values, goals, background, experience, ete, The resultant conflict makes the attainment of the goals quite difficult. Therefore, learning to make the proper adjustments is an important factor in managing interpersonal conflict. Intergroup conflict: Conflict between groups in the same organization. It occurs whenever there is a contact or interaction between the groups. Three sources of intergroup conflict are: cohesion- “sticking together” within a group often causes out-group hostility; structure-type of leadership and status of individuals within a group are factors that increase conflict; power-taking actions which affect others and urposely influencing the welfare of others produce conflict with less powerful groups. Parties involved 1 conflict, by trying to find solutions acceptable to all, can reduce the dysfunctional aspects of conflict. 143Sources of Organizational Conflict Five basic sources of organizational conflict are Competition for scarce resources. Because the vital resources of money, manpower, time, materials and equipment are limited, allocating them to groups produces conflict, for some groups will certainly get less than they need or want. -Inherent conflict. Standardized procedures, rules, and policies that regulate behavior tend to reduce the likelihood of conflict. But at the same time, resistance to the control that they impose is fostered. Moreover, in a complex organization the number of levels of authority may create problems that increase the potential for conflict. Line-staff relationships. The differences of the task responsibilities of line and staff members, while enabling them to accomplish their respective tasks, also increases the likelihood of conflict between them. Differences in goals and values. Groups within an organization often find it difficult to agree on action plans because they usually develop different goals and objectives. Similarly, many conflicts arise because some believe that a popular value should be applied to all situations, thus exceeding those whose values are different. Organizational ambiguities. Conflict may occur when goals are questionable and roles are not clearly defined. In addition, adequate standing operating procedures (SOPs) or nonsystematic approaches to mission planning and problem solving may also increase conflict. Functions of Conflict Conflict serves many functions in organizations. Here are but a few. Conflict establishes identity. Through conflict, individuals and groups clearly establish their positions on issues. Conflict serves as a safety valve to hold the group together. Through conflict, individuals and groups “let off steam” which in turn enhances the communication process leading to better understanding of the issues within the group. Conflict increases group cohesion. When there’s a higher level of communication brought about by conflict, groups strengthen and become closer. Conflict tests the strength of individuals and groups. Power struggles are inevitable in an organizational setting. Through conflict the question of “Who has the real power in our organization?” is resolved. Conflict spurs needed change. The commencement and resolution of conflict issues identify ‘weak areas in an organization which then hastens resolution/elimination of those problems which might not have been considered if it weren't for the conflict. Conflict mobilizes energy. This concept adds credence to the old adage “I work best under pressure.” When there's conflict in an organization, the pressure members feel causes them to work at greater efficiency and fervor. Conflict causes competition 10 improve performance. Conflict causes some organizations, groups, and individuals to “try to out-do the others” or to demonstrate competence. Conflict enhances communication. As discussed above, the communication process improves because of the higher level of information exchange and there’s a higher level of understanding, 44Conflict ends non-productive associations. When differences of opinion or ideals aren’t addressed or resolved, the resulting association is distant and useless to the organization. The unresolved situation actually causes the organization to be considerably less than its ultimate potential. Through conflict resolution, these issues can be addressed to increase communication and understanding, Dealing with Conflict There are times when we have all been in conflict situations and we have experienced a variety of ways in which the parties involved deal with the conflict. The following five approaches are ways in which we tend to deal with the conflict and each approach is appropriate depending upon the situation. 1, DENIAL/AVOID/WITHDRAW (THEME - “Leave Well Enough Alone”) Use if. The issue or timing is not critical. A cooling off period is required for one or both of the parties involved. There is a threat of violence or when more information is required to settle the conflict Do not use if. The situation requires immediate resolution or when one party remains frustrated by the avoidance of the issue. 2. COMPETITION/POWER (THEME - “Might Makes Right”) Use if. Swift action is needed in resolving the conflict. The issue is important but perhaps unpopular. Its vital to the organization, When you know you are right, or when there is a need to protect against people who take advantage of non-competitive behavior. Do not use if: Concern for the parties involved are not clear. Consequences of action taken have not been considered. 3. ACCOMMODATION (THEME - “Kill Your Enemies With Kindness”) Use if. You are wrong. To allow for a better position to be heard. The preservation of the relationship is more important than the issue at hand. Continued competition would damage your case. Do not use if. The issue is significant and must be resolved sooner or later. 4, COMPROMISE/NEGOTIATION (THEME - Split The Difference”) Use if. The goals are of moderate importance. Both parties involved feel a compromise would help in resolution. There is equal power among the parties but each are committed to mutually exclusive goal. A temporary solution is required as a step toward resolution of a complex issue. Do not use if. Only one party is willing to give up something. If negotiation is not possible by ‘one party. 5. COLLABORATION/INTEGRATION/CONSENSUS (THEME - “Two Heads Are Better Than One”) Use if: There are shared values or goals. Time is available and the power among the parties is balanced. When there is effective communications and the concerns are too important to 145compromise, If there is a requirement to merge a common problem. Do not use if. There is no balance of power between the parties. ‘The goals or values are not shared by both parties, or poor communications exist between the parties involved. ights from different perspectives on DEALING WITH CONFLICT (This model depicts how I deal with conflict between myself & others) COMPETE 7 Assertive (Dominate) COLLABORATE (Integrate) ME / (My desire to COMPROMISE satisfy my own (Share) concerns) DENY AVOID WITHDRAW (Neglect) ACCOMMODATE (Appeasement) Unassertive YOU (My desire to Uncooperative satisfy your Cooperative concerns) Reprinted ftom The Handbook of Industrial & Organization Psychology, edited by M.D. Dunnett, a figure dealing with conflict by Ken Thomas, p. 900 146