PGDM Executive Batch Team -10

1. DHARMESH KUMAR
2. SRINIVAS PANDA
3. RAVI KUMAR
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 Conflict: A process that begins when one party perceives that another has
negatively affected, or is about to negatively affect something that the first
party cares about
Three View of Conflict
 Traditional view of conflict: The belief that all conflict is harmful
and must be avoided
 Human relation view of conflict: The belief that conflict is a
natural and inevitable outcome in any group
 Interaction view of conflict: The belief that conflict is not only a
positive force in a group that it is absolutely necessary for a group
to perform effectively
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1.0 Outline the Conflict Process

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Outline the Conflict Process

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 2.0 Conflict outcomes
Functional outcomes (+) Dysfunctional outcomes(-)
 Increased Group performance (competency) =  Development of discontent
Positive conflict  Reduced group effectiveness-
 Improved Quality of decisions- consciousness results in stress
decision  Retard communication – feeling
 Stimulation of creativity and innovations e.g. in secureness
telecom market, mobile manufacturing  Reduced group cohesiveness
companies
 Infighting among group
 Encouragement of interest and curiosity members overcome group
 Creation of an environment for self evaluation goals
and change

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3.0 Managing Functional Conflict
 Recognizing when there really is a disagreement.
 Many apparent conflicts are due to languages.
 Open, frank discussion focused on interests rather than
issues.
 The most disruptive conflicts are those that are never
addressed directly.
 Emphasize shared interests in resolving conflicts.
 Groups with cooperative conflict styles and an
underlying identification to group goals are more
effective than groups with a more competitive style.
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4.0 CONFLICT resolution Technique
Communication: Using ambiguous or threatening
messages to increase conflict levels
Bringing in Outsiders/Moderators : Adding employees to a
group whose backgrounds, values, attitudes or managerial
style differ from those of present members.
Restructuring the organization: realigning work groups,
altering rules and regulations, increasing interdependence,
and making similar structural change to disrupt the status
quo.
Appointing a devil’s advocate: designating a critic to
purposely against the majority positions held by the group.
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5.0 CONFLICT Stimulation Technique

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6.0 References…
1. Pearson PTE Academy book-
Organizational Behavior, Eighteenth
Edition by Stephen P. Robins, Timothy
A. Judge & Neharika Vohra.
2. Google web study Material.