Conflict Management
Interdependence of Work Activities
Conflict
- A clash between hostile or opposing parties or
ideas.
- It is a natural phenomenon that strengthens an
organization on reconciling divergent opinions
and resolving factionalism.
- It has a unifying rather than a divisive effect on
work force.
- Warning to management that something is amiss
and it should stimulate a search for a new
solution through problem solving, clarification of
obj. establishment of group boundaries.
- It exists when an inner or outer struggle occurs
regarding ideas, feelings, or actions.
- Threatens the harmony and balance of an
organization, but it can also be desirable and
useful in improving organizational performance
depending on how it is managed.
- The task of the nurse managers is to identify the
source of conflict and to understand the points of
friction. The nurse manager can then proceed
with the process of conflict resolution, striving to
see that all participants are left with a feeling of
self-worth because their views, feelings and
behavior were treated with respect and value.
Organizational Conflict disagreement between two
or more organization members arising from the fact
that they must share scarce resources or work
activities and/or from the fact that they have different
statuses, goals, values, perceptions.
SOURCES OF ORGANIZATIONAL CONFLICT
1. Need to Share Scarce Resources
- The potential for conflict exist because these vital
resources are limited. They must be allocated so
some groups inevitably will get less than they
want/need, conflict or loss of cooperation can
result as org. groups compete for the greatest
possible share of available resources.
2. Differences in Goals between Org. Units
- Org. submits tend to become specialized or
differentiate as they develop dissimilar goals,
tasks and personnel. Such differentiation leads to
conflict of interest/priorities, even when the
overall goals of the org are agreed upon.
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3.
- It exists when two or more subunits depend on
each other to complete their respective tasks.
Conflict arises when all the groups involved are
given too much to do. Tension among the various
group members will increase and they may then
accuse each other of shrinking their
responsibilities. Conflict may also flare up if the
work is evenly distributed but the rewards are
dissimilar.
- Potential for conflict is greatest when one unit is
unable to begin its work until the other unit
completes its job.
4. Differences in values or perceptions among org.
Units
5. Individual Style
- Intergroup conflict is high when members differ in
work attitudes, age and education.
- People who are highly authoritarian or low in self-
esteem may anger their colleagues by
overreacting to mild disagreements.
6. Organizational Ambiguities
- Ambiguously defined work resp. and unclear
goals may create conflict.
- One manager may try to expand the role of his
subunits, this effort will stimulate other managers
to defend their turf
- Ambiguous communication can create conflicts
as when the same phrase has different meanings
for different groups
TYPES OF CONFLICT
1. Conflict Within the Individual Occurs
- When there is uncertainty about the work
expectations because of insufficient or unclear
information
- When the nurse is confronted with unethical
issue and is torn between loyalty to personal
convictions and loyalty to the org.
- When there is role conflict as when the nurse
managers are trying to meet job demands in
addition to the demands of the role of spouse and
parents
- When the nurse feels there is work overload and
expectations from a number of sources cant be
completed within the given time and quality limits.
- When the nurse feels divided between desires for
personal independence and feels committed to
conform to the demands of the organization.
 - When the expectations exceed capability and the
nurse is confronted with making decisions about
whether to bluff the situation through while
learning the job on risk for consequences of
revealing incompetence for the role.
2. Conflict between individuals in the same org.
- Caused by personality differences
- Such conflicts erupt from role-related pressure or
from the manner in which people personalize
conflict between groups.
3. Conflict between individuals and Groups
- Related to the way individuals deal with the
pressures for conformity imposed on them by
their work group.
4. Conflict Between Groups in the Same Org.
- Horizontal = line-staff and labor management
conflict
- Vertical = between management and staff;
include the need to share resources; differences
in values and goals
5. Conflict between Organization
- Competition
- Its desirable because it can lead to the
development of new and better services
- Such conflict may lead to the development of
new products, technologies, services, lower
prices, more efficient utilization of resources
TYPES OF CONFLICT
VERTICAL AND HORIZONTAL
= management and staff related to inadequate
communication, opposing interest.
= line-staff struggle between domains relaed to
activities, expertise, authority
6. Interdepartmental Conflict
- Related to need for consensus, work sequence
and common use of shared facilities
7. Intrasender Conflict
- Sender gives conflicting instructions or expects
conflicting or mutually exclusive behavioral
responses.
8. Intersender Conflict
- Individual receives conflicting messages from two
sources.
- own representatives in a highly positive way and
9. Interrole Conflict
- Individual belongs to more than one group
- Job expectations can interfere with ones family
life
- Individual has to develop a system of trade-offs
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10. Person Role Conflict
- A result of disparity between internal and external
roles. Ones values, needs or capabilities are
incompatible with role requirements.
11. Interperson Conflict
- Common between people whose positions
require interaction with other persons who fill
various roles in some organizations
12. Intragroup Conflict when new values are
imposed on the group from outside
13. Intergroup Conflict it can also stimulate
creativity innovation and progress
14. Role Ambiguity Condition in which the
individual does not know what is expected of
him/her.
- Caused by:
- Inadequate job description
- Incomplete explanations of assigned tasks
- Rapid technological change
15. Role Overload if the individual cant meet
expectations placed on him/her.
- The person simply is unable to accomplish so
much within a limited time period.
CONSEQUENCES OF CONFLICT
1. Increase in Cohesion and Rise in Performance
group members in an inter-group conflict situation
close ranks and put aside former disagreements.
2. There may be a rise of leaders when conflict
becomes intese, those individuals who can most
contribute to victory become more important.
- The more aggressive, able, or articulate group
members are given increased power by the
group. Rivalry for leadership decreases, and the
group works harder to overcome the enemy.
3. Distorted Perceptions they regard their own
skills and performance as superior and
rationalize or dismiss their own shortcomings
while emphasizing those of competitors.
4. Increase in Negative Stereotypes as each side
belittle the others ideas, the differences between
the groups are seen as greater than they actually
are, while the differences within each group are
seen as less than they actually are.
5. Selection of String Representative to deal with
the other side, each group selects a
representative that it believes will not pressure
from the other group/ Each group perceives its
opposing representatives in a negative way.
6. Development of Blind Spots competitive
struggle adversely affects the rivals ability to
grasp and think accurately about their respective
 position. Strong group identification heightened
by fear or defeat or sell-out blinds both sides to
the similarities in their proposals that if
recognized, could make a settlement possible.
7. Issues are recognized and brought out in the
open suppression of feelings in an organization
leads to trouble. When conflict arises, it should
be identified and dealt with.
- Recognition of conflict by management sanctions
open communication between the individual the
first step in the process of conflict resolution.
8. Poor Performance conflict that is too low results
in poor performance passive people who are
afraid to rock the boat rather than try to find new
and better ways of getting things done repress
their feelings of conflict and accept things the
way they are. Individuals drift along, tolerating
each others weaknesses and lack of
performance building up tension and stress.
EFFECTS OF CONFLICT
1. Increases worker motivation, stimulates
innovative problem solving and facilitates clearer
understanding of owns own and others point of
view.
2. Conflict maintains necessary internal boundaries
between categories and hierarchy or workers.
3. Conflict satisfies excessive needs or stimulation
or recognition. An individual whose needs for
recognition are not satisfied by praise,
approbation and pleasant human intercourse
may obtain desired attention by engaging co-
workers in conflict.
4. Conflict participation engenders a sense of crises
in an individual producing feeling of anxiety and
urgency.
REACTIONS TO CONFLICT
1. Sublimation unacceptable feelings channeled
into socially acceptable activities.
2. Flight and Activity a person keeps busy to avoid
thinking about the problem
3. Identification enhancing ones self-esteem by
imitating others.
4. Compensations an individual may compensate
for a real or imagined inadequacy in one area by
substituting a high degree of proficiency in
another area.
5. Another Goal Substituted a rejected job
applicant may find another job he/she enjoys
more
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6. Rationalization a manager may find reason to
find someone she does not like or pad her
expense account because everyone does it.
7. Attention Getting loud talking, wearing bright
and sexy clothing, unusual hair styles.
8. Repression an employee who was denied a
merit pay increase may defend her manager and
vigorously support the related policies.
9. Flight Into Fantasy a nurses aide may
daydream about being the charge nurse
10. Projection unsuccessful person who wants to
block anothers success claims that the colleague
is hostile and uncooperative.
11. Displacement getting angry at the staff after the
director reprimands the chief nurse
12. Withdrawal a staff nurse who is frustrated by
hospital working condition may go into teaching
13. Conversion converting an emotional conflict
into physical symptoms
14. Regression- are strained. Emotions run high and
tension increases.
ATTITUDES TOWARD CONFLICT
A. Bureaucratic or Conservative managers
believe that conflict is unnecessary, harmful and
reflects a failure of planning and control. They
equate conflict with a fight, an unpleasant
argument, trouble anger, pain and tension.
B. Human Relations Theorists take a liberal
approach to conflict, contending that is a normal
frequent occurrences because human beings
have needs that clash.
NATURE OF CONFLICTS
Conflicting parties generally find themselves in
disagreements over one or more of four areas
a. Facts
b. Goals
c. Methods
d. Values
TWO VIEWS OF CONFLICT
Classical View
1. Conflict is avoidable.
2. Conflict is caused by management errors in designing
and managing organizations.
3. Conflict results from breakdown in communications and 1. Phase of Differentiation disputants identify the
lack of trust and understanding between individuals and issues that divide them and ventilate feelings
between groups about those differences.
2. Phase of Integration disputants explore
4. Conflict disrupts operations and prevents optimal similarities acknowledge agreements on certain
performance. matters and identify elements of positive feelings
5. Optimal organizational performance requires the removal toward one another.
of conflict. STAGES OF CONFLICT

1. Latent Stage conflict begins when the condition

With these assumptions, the task of management is to for conflict exist
2. Perceived Stage individual or group members
eliminate conflict.
know that conflict exists
3. Felt Stage one of more parties feel tense or
anxious, angry, hostile
Contemporary View 4. Manifest Stage observable behavior is
designed to frustrate anothers attempts to
1. Conflict is inevitable.
pursue goals. There is open aggression and
2. Conflict arises from conditions which are inherent in org. withdrawals.
competitions for limited rewards, goal differences. 5. Aftermath Stage conflict aftermath describes
the resulting rel. supportive, paternalistic, or
3. Conflict results for individual and group differences such perhaps adversarial bet. Parties in conflict.
as those in education, training and experiences.

4. Conflict enhances and inhibits organizational

performance in varying degrees. Types of Conflicts:

5. Optimal organizational performance requires a moderate 1. Hierarchal Conflict between people of two
level of conflict. different ranks in the hierarchy
2. Functional Conflict between two departments
3. Line-staff Conflict between manager and
supervisor
With these assumptions, the task of management is to 4. Formal-Informal conflict- between clique and a
manage the level of conflict and its resolutions for optimal policy-making body
performance.
Stages in the Conflict Process

1. Stage I a feeling of futility in the pursuit of goals

BENEFITS AND COSTS OF CONFLICT 2. Stage II Conceptualization attempt to
understate the problem, their goals, their
Benefits
opponent goals and strategies for conflict
1. Energy and Enthusiasms resolution
2. Diagnostic Value = Phase I problem solving strategy; deciding on
3. Generation of new and creative solutions high-priority needs
4. Focus on tasks = Phase II - deciding on the modes of conflict
5. Feedback resolution
3. Stage III Behavior implementation of mode of
Costs conflict resolution
1. Tension and anxiety 4. Stage IV Outcome determination of the
2. Causes may be overlooked beneficial results of conflict resolution
3. Rigidity in position
4. Decline in cooperation and teamwork
5. Loss of self-esteem CONFLICT HANDLING MODES
PHASES OF CONFLICT DEVELOPMENT 1. Competing when quick decision action is vital

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 - Need or implementation of unpopular action and g. Rotation of members
cost-cutting h. Identification of interdependent task and
- Discipline superordinate goals
- Unpopular rule i. Use of intergroup training
- Issues vital for company welfare 3. Resolution
- Against people who take advantage of non- a. Ineffective Strategies
competitive behavior 1. Non-Action
2. Collaborating when integrative solutions are 2. Administrative orbiting delaying
sought for too important concerns; when one decision
seeks to learn from the opponent; smoothening 3. Due process non-action strategy
out of feelings 4. Secrecy
3. Compromising sacrifices goals for more urgent 5. Character assassination
matters. b. Effective Strategies
= reconciliation of mutually exclusive goals 1. Prevent ignition of a conflict
= achievement of temporary settlement to interchange
complex issues 2. Analyze the issues involved:
= adoption of solution under time pressure = substantive issues
- As a back-up when collaboration is unsuccessful = emotional issues
4. Avoiding when an issue is trivial 3. Eliminate conflict issues
= when one perceives no chance of satisfying 4. Initiate Direct Dialogue
his/her concern
= when potential disruption outweighs the
benefits of resolution Techniques for Managing a Dialogue:
When people need to cool down and regain
perspective 1. Prepare the participants
When others can resolve the conflict immediately 2. Find neutral grounds
When a deeper issue is unresolved 3. Set the formality & time frame
5. Accommodating when you find you are wrong 4. Get the right mix of people to the meeting
to allow a better position to be heard, to learn and 5. Referee the interaction process
to grow from your reasonableness 6. Adhere to the agenda
= when issues are more important to others than 7. Restate the issue and participant views
yourself 8. Elicit reactions and observations
= to build social credits for later issues 9. Diagnose the conflict
= when viability is important
Styles of Conflict Resolution Within Organization
= to allow subordinates to develop by learning
1. Avoidance
a. Non-attention
CONFLICT MANAGEMENT understanding and dealing
b. Limited Separation
with conflict in such a manner that is serves functional c. Total Spearation
rather than a dysfunctional purpose.
Rationale: Because managers wish to avoid
Ways of Managing Conflict: having to deal with the problem, sometimes in the
1. Presentation belief that a problem avoided will simply go
a. Emphasizing organization away
b. Providing notable and well structured tasks
Strength: Enables managers to avoid spending a
c. Facilitating intergroup communication
d. Avoiding win-lose situation lot of time on problems that may solve
2. Reduction themselves.
a. Physical separation
Weakness: Does not deal with underlying
b. Use of rules and regulations
causes; allows managers to ignore issues vital to
c. Limiting intergroup action
d. Use of integrators shuttle diplomacy the organization
e. Confrontation and negotiation 2. Smoothening
f. Third party consultation

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 Rationale: Because managers wish to stress
harmony in the organization.
Strength: Harmony of relations; surface peace
between workers
Weakness: Does not deal with underlying
causes; often creates only the illusion of solving
the problem
3. Dominance of Power Intervention
Rationale: Because managers wish to resolve the
conflict quickly and maintain the existing power
structure.
Strength: Conflict is resolved in the quickest
manner.
Weakness: Does not deal with underlying
causes; conflict may not be resolved; bad
feelings between boss and employees may
develop
4. Compromise
Rationale: Because managers wish to satisfy at
least part of each partys position.
Strength: Each party receives something wins
party
Weakness: Does not deal with underlying
causes, does not provide either party with
satisfaction
5. Confrontation
Rationale: Because managers wish to get the
roots or causes of the conflicts
Strength: Management deals with the causes of
conflict and arrives at a workable solution that
forces all involved to reconcile their demands
with the realities.
Weakness: If not properly managed, will create
bad feelings; also a danger that managers will be
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caught up in dealing with the roots of the problem
and never solve it.
6. Third Party Mediation
TEN TIPS FOR EFFECTIVE DAY-TO-DAY CONFLICT
MANAGEMENT
1. Avoid Win-lose outcomes
2. Respect your conversational partners personal
space
3. Watch your eye contact
4. Dont mistake ego issues for content issues
5. Recognize ritual of opposition for what it is
6. Dont get hung up on whether or not people were
telling you the truth
7. Wherever possible, emphasize the
commonalities of your mindset groups or for
even better results, assume the mindset of the
person with whom you are dealing when posing
issues and questions
8. Pay more attention to body language than you do
to verbal content
9. Dont get trapped in paranoid cycles
10. Avoid comparing your conversational partner with
someone else who understands what youre
getting at more completely
*Affective Conflict based on emotional
response to a situation
*Substantive Conflict intellectual disagreements
among group members