Conflict management

Meaning

Conflict is caused due to difference about interpretation of facts or issues

involved. Conflict take an ugly turn and take a form of violence due to disagreement
based on behavioural expectations. It could be covert or overt and can be seen when
one observes violent acts of individual in organizations.

Conflict is a fundamental force governing all aspects of life. Within an

organization, conflicts can occur between individuals, groups and departments.
Conflicts are likely to concern disagreements about the conduct and goals of work,
the tasks to be performed, how they should be performed, management bonuses and
workers’ wages, as well as basic interpersonal issues. Conflict can lead to project
failure, absenteeism and even personal attacks). Conflict can arise from personality
clashes, the exercise of power and politics, particular leadership styles and decision-
making processes, and structural and cultural changes. Conflict is a state of mind

Definition

Conflict can be defined (Thomas K.A.) as the “process that begins when one
party perceives that another party has negatively affected something that the first
party cares about.”

Austin et al defines conflict “as a disagreement between two or more

individuals or groups, with each individual or group trying to gain acceptance of its
views or objective over others.”

Levels of Conflict

There are five levels of Conflict

Level 1: Latent conflict

When two or more parties need one another to achieve the desired objective,
there is potential for conflict. Other antecedents of conflict, such as interdependence,
separate goals and ambiguity of responsibility, do not automatically create conflicts.
Conflicts can be caused by a change in organizational direction, a change in personal
goals, and assignment of a new project to an already overloaded workforce or an
unexpected occurrence such as a promised salary increase that does not happen.

Level 2: Perceived Conflict

This is the point at which team members become aware of the problem.
Incompatibility of needs is perceived, and tension begins because the concerned
parties begin to worry about what will happen. At this point, the concerned parties
do not feel the anything they care about is actually being overtly threatened.

Level 3: Felt Conflict

The concerned parties become emotionally involved and begin to focus on

differences of opinions and opposing interests, highlighting perceived conflict.
Internal tensions and frustrations being to crystallize around specific deferred issues,
and people begin to build emotional commitments to their particular position. The
types of emotions experienced are important because negative emotions produce low
trust and negative perceptions of the other party’s position. Positive feelings can
contribute to a balanced view of the situation and to collaborative endeavours.

Level 4: Manifest Conflict

The obvious display of conflict occurs when the opposing parties plan and act
accordingly to achieve their own objectives and frustrate the other’s objective.
Actions can range from minor disagreements, questioning, and challenging at one
end of the conflict-intensity continuum to verbal attacks, threats, physical attacks,
and even efforts to destroy the other party at the other end.

Level 5: Conflict Outcome

The interactions of the conflicting parties in the manifest-conflict stage result

in outcomes that can be functional or dysfunctional for one or both parties. As
conflict proceeds through these stages, a functional resolution become difficult. The
concerned parties become certain about their positions.
Types of Conflict

1) Intra-personal Conflict: Intra personal conflict is also called the conflict within
the individual. This type of conflict can be of two types

(a) Value conflict: Every individual has to play certain roles, which conforms to his
value system. There are certain situations when an individual may have to
compromise on value system and beliefs.

(b) Decision-making: Problem solving is one of the important jobs every individual
has to undertake in work environment. Every problem has various courses open. At
times it is difficult for a person to select an appropriate course of action. This
situation causes conflict within the individual. He therefore will have to take
decisions based on the past experience and the knowledge

2) Inter-personal Conflict: Inter-personal conflict relates to conflict between two or

more individuals and is probably the most common and recognized form of conflict.
Interpersonal conflict is caused due to disagreement over goals and objectives of the
organization. These are heightened due to difference of opinion of individuals and
when issues are not based on facts. Conflict can take place between one person of a
group with another person of the same group or another group on issues relating to
decision-making. Individuals may have a difference of opinion on selection of a
particular course of action that will lead to disagreement and often result in the
conflict.

3) Intra-Group Conflict: Intra-group conflict relates to values, status and roles

played by an individual in the group and the group norms. Individual may want to
remain in the group for social needs but may disagree with the methods and
procedures followed by the group. The conflict may arise when social changes are
incorporated in the group. When group faces new problems and when values are
changed due to change in social environment. Intra-group conflict is like Inter-
personal conflict except that the people involved in the conflict episode belong to a
common group.

4) Inter-Group Conflict: Conflicts between different groups, sections and

departments are called inter-group conflict. For example, conflict between
 production and sales departments over the quality being produced and the customer
requirements. Inter-group conflict causes due to factors inherent to the
organizational structure like independence, inconsistency in various policy matter,
variance on promotion criteria, reward system and different standards being adopted
for different sub-units and departments. Organizational objectives can only be
achieved when all departments work towards attainment of organizational goals.
This is possible when interactions between departments are smooth and cordial.
Conflict can be avoided by better communication between departments, joint
decision making, removing disparity in group goals and paying due respect and
displaying concern for other group’s views.

5) Inter-Organizational Conflict: Inter-organizational conflict takes place between

two dependent organizations. Conflict can take place between government
organization, unions and the operating industry. Government organizations function
to ensure that minimum standards are followed by the organizations. Managers must
try and reduce inter-organizational conflicts by adopting. An example of this form of
conflict is the Pepsi-Cola war in the recent past. Corporate takeovers, mergers and
acquisitions can also produce inter-organisational conflict. The amount of conflict
generated may depend on the extent to which the organizations create uncertain
conditions for competitions, suppliers or customers and try to access or control the
same resources. It would also depend upon the amount of encouragement given by
the organization to communicate with each other, attempt to balance power in the
marketplace, and develop procedures for resolving existing conflict.
6) Goal-related conflicts
 Approach-approach conflict: This conflict arises when the incumbent is
faced with two attractive goals and one has to be chosen over the other. A
student who receives admission calls from two very reputed institutes for his
post-graduation and a person having to choose between two equally
attractive jobs both experience approach-approach conflict.
 Approach-avoidance conflict: This conflict arises when a person has to
choose between two goals, both important, one attractive and the other
unattractive and therefore avoidable. A student scheduled to appear for final
exams in school the next day might experience this conflict if an important
 cricket match is scheduled to be relayed on the television before the
examination.
 Avoidance-avoidance conflict: This conflict is faced by an incumbent who
has to make a choice between two equally unattractive, but important goals.
A candidate who has to make a choice between two jobs, one low paying and
the other requiring relocation, experiences avoidance-avoidance conflict.

Conflict Management Styles

The styles are identified by their locations on two dimensions:

1) Concern for self

2) Concern for others.

1) Avoiding Style: This enables a person to stay away from conflict, ignore
disagreements, or remain neutral. This approach reflects an aversion to tension
and frustration and may involve a decision to let a conflict work itself out.
Because ignoring important issues often frustrates others, the consistent use of
the avoiding style usually results in unfair evaluation by others.
This style may be desirable when:
 The issue is minor or only of passing important and it is not worth the
individual’s time or energy to deal with the conflict.
 The individual does not have enough information to handle the conflict at that
time.
 The individual’s power is so less in relation to the other person’s that there is no
chance of causing change.
 Others can effectively resolve the conflict.
 The issue symptomatic of other deeper issues.

2) Forcing or Dominating Style: It refers to assertive and uncooperative

behaviours and represent a win-lose interpersonal conflict. Those who use the
forcing approach try to attain their own goals without concern for others. This
style includes aspects of coercive power and dominance. It may help a person
 achieve individual goals, but as with the avoiding style, forcing tends to result
in an unfavourable evaluation by others.
The forcing style is necessary in the following conditions:
 Emergencies require quick actions.
 Unpopular courses of action must be taken for long-term organizational
effectiveness and survival, for example, cost cutting and dismissal of
employees for unsatisfactory performance.
 A person needs to take action for self-protection and stop others from taking
advantage of her.
3) Accommodating Style: This refers to cooperative and unassertive behaviour.
Accommodation may represents an unselfish act, a long-term strategy to
encourage cooperation by others, or submission to the wishes of others. While
some favourably evaluate individuals using the accommodating style, others
may perceive them as weak and submissive. When using accommodating style,
an individual can act as though the conflict will go away in time and can appeal
for cooperation. The person will try to reduce tensions and stress by reassurance
and support. This style show concern for the emotional aspects of conflict but
little interest in working on its substantive issues.
The accommodating style can be effective in the short run when:
 The individual is in a potentially explosive emotional-conflict situation.
 Maintaining harmony and avoiding disruptions are important in the short run.
 Conflict are based primarily on the personalities of individuals and cannot be
easily resolved.
 The issue is far more important to the other party.

4) Collaborating style: It refers to strong, cooperative and assertive behaviours. It

is the win-win approach to interpersonal conflict handling. A person using
collaborating desires to maximize joint results. People who use this style tend
to:
 See conflict as natural, helpful, or even leading to a creative solution if properly
handled.
 Exhibit trust in others.
  Recognize that when conflict is resolved to the satisfaction of all, it should lead
to commitment to the solution.
An individual who uses the collaborating style is often seen as dynamic and is
evaluated by others.
5) Compromising style: This refers to behaviours at an intermediate level of
cooperation and assertiveness. People using this style engage in a give-and-take
strategy and can make a series of concessions. Compromising style is widely
used and commonly accepted as a means of resolving conflict. An individual
who compromising style include the following facts:
 It reflects a pragmatic way of handling conflicts.
 It helps maintain good relations for the future.
 The compromising style does not maximize mutual satisfaction. Compromising
achieves moderate but partial satisfaction for each person. This style is
appropriate when.
 Agreements enable each person to be better off, or at least not worse off, than if
no agreements were reached.
 Achieving a total win-win agreement is not possible.
 Conflicting goals or opposing interests block agreements on a person’s
proposal.

Assertive Behaviour

Assertive behaviour is an optimistic self-affirmation that also values the other

people in your life. In sociable communication, there is a right to reject a request
somebody makes of us, the proper to express our emotions so long as we don't
trample on the emotions of other people and the right to get our own personal needs
fulfilled when they don't infringe on the rights of other people.

Assertive behaviour is defined as which enables an individual to behave in his

or her personal foremost involvement, to hold up for herself or himself, without
excessive anxiousness, to convey true belief comfortably, or to work individual
rights without abnegating the rights of people.
 A behaviour which usually allows a person to do something in his very own
best interests, can be a good Assertive behaviour. To stand up for them-self without
undue anxiety, to state their honest sensation comfortably, or to work out their
personal rights with-out denying the rights of other people.

Assertiveness is actually the expression of ones beliefs, feelings, requires and

opinions in an honest, direct and appropriate manner. This kind of assertive
behaviour can reflect a higher regard for the one's own private rights and the rights
of other people.

To stand up for oneself: includes this kind of behaviours as saying `No',

establishing limits about one's energy and time, reacting to putdowns or criticism or
anger, supporting or expressing or defending one's opinions. Being assertive means
being able to stand up for one own self or other people’s rights in a calm and
positive way, without being either aggressive, or passively accepting ‘wrong’.

Characteristics of assertive behaviour

1. They have confidence in themselves. To be assertive, we need to know what our

boundaries are; what we like and what we don’t like. Many people who struggle
with assertiveness will allow others to make decisions for them.

2. They respect the opinions of others. Assertive people feel confident about their
opinions and beliefs, but don’t feel it’s necessary to insult or degrade another
person’s opinions. Someone may feel very strongly about abortion laws; an assertive
person can disagree and share their opinions about the issue without insulting that
person’s stance.

3. Assertive people have the ability to validate other’s feelings. A person may
express the following “You’re stupid for getting mad about this.” Rather than
minimizing the person’s experience, an assertive person may say “I understand you
are frustrated with me, but I’m standing firm on my decision.” People often want to
feel they are understood.
4. Assertive individuals are good listeners. Assertive behaviour includes being an
active listener; behaviour which includes good eye contact, not interrupting when the
other person is talking, and reflecting back what was just said to confirm the
information was heard correctly.

5. Problem solving and compromise. Another key trait to assertiveness is the attempt
to compromise in a situation. Not everyone gets everything they want when
engaging in a compromise, but some needs are met for all parties involved.
Compromise shows that the other person’s needs have been heard and this is the
attempt at providing a solution that all can be content with.

Assertiveness can be a difficult trait to master if we had difficulty in the past

standing up for our self. But like any other new habit, it gets easier to do with
practice. We should remember that our needs are just as valuable as the needs of
those around us.

Bibliography
Buchanan, D. A., & Huczynski, A. A. (n.d.). Organizational Behaviour (Ninth ed.).
Pearson Education Limited.

Kondalkar, V. (n.d.). Organizatonal Behaviour. New Age International (P) Limited .

Reyes, Z. (2015, September 7). 5 Characterstics of an Assertive Person. Retrieved

from The Peak Counseling Group: http://thepeakcounselinggroup.org/5-
characteristics-of-an-assertive-person/

Singh, K. (2015). Organizational Behaviour (3rd ed.). Uttar Pradesh: Vikas

Publishing House Pvt. Ltd.
 CONFLICT MANAGEMENT STYLE

EXPERIMEN: 05 DATE: 26-9-18

EXPERIMENTER: J.C TIME: 11 a.m.
SUBJECT: S.S PLACE: M.Sc. Counselling Department

PROBLEM:
To assess an individual’s pattern of style - conflict management.

HYPOTHESIS:
I – Individual differ in the style of conflict management.
II - Individual have their own dominating and backup styles.

VARIABLES:
INDEPENDENT VARIABLE: Nature of statements
DEPENDENT VARIABLE: Conflict management style
RELEVANT VARIABLES: Lack of vocabulary, past experiences, interest

MATERIALS:
1. Conflict management style questionnaire
2. Scoring key
3. Description of styles
4. Writing materials

PLAN:
To determine the conflict management style of an individual.

PROCEDURE:
Seat the subject comfortably and establish a rapport to facilitate the
experiment. The test material is given to each of the subject. It consists of 15
statements. Each statement provides a possible strategy for dealing with a conflict.
The experimenter instructs the subject to read each statement and give a numerical
value to different strategies you use for resolving the conflict.
‘If you use that strategy always a give a score of 1, if used very often a score
of 2, if sometimes a score of 3, if used not very often 4 and if rarely used a score of
5. Answer these statements as you actually behave and not as you think you should.
Try to answer as accurately as possible’. With these instructions, let the subject
score each statement according to his/her behaviour.
SCORING:
1. Each category (Competing shark, collaborating owl, accommodating teddy
bear, avoiding turtle, compromising fox) contains 3 statements. Record the
numbers you place next to each statement.
2. Calculate the total under each category. The lowest score is the dominant style
of conflict management.
3. The second lowest score is the backup style of conflict management.

DISCUSSION:
According to the norms each management style has a distinct style of dealing
with the conflict management.
COMPETING / FORCING SHARK:
It uses force and is highly goal oriented. Shark does not hesitate to use
aggressive behaviour to resolve conflict. It can be autocratic, authoritative,
relationship takes low priority. They have to win, therefore others must lose. Hence
there is a win-lose situation.
This style has an advantage if the decision is correct then the result will be a
better decision without compromise. But the disadvantage is it breeds hostility and
resentment. The appropriate time to use shark style is:
a) When conflict involve personal differences which are different to change.
b) When conflict resolution is urgent in vital crisis.
c) When others may take advantage of non- competent behaviours. When
supportive relationship is not important.
d) When unpopular decisions is to be implemented
AVOIDING TURTLE: (lose – lose situation)
These adopt an avoiding or withdrawal from conflict. Turtle would rather hide
and ignore conflict. They are un-cooperative and unassertive. They tend to give up
personal goals and have passive behaviour creating a lose – lose situation.
Advantages are they help to maintain relationship rather than hurt by conflict
resolution.
Disadvantages in conflicts remain unresolved. The appropriate time to use turtle
style is
a) When the stakes are not high, or issue is trivial.
b) When confrontation will hurt the working relationship.
c) When there is little chance of satisfying your wants.
d) When gathering information rather than immediate decision.
 Table 1 showing the subject S.S‘s conflict management style.

Sl.no Style Sl.no Score Sl.no Score Sl.no Score Total

Competing Shark a. 4 e. 3 g. 2 9
1.

Collaborating
d. 2 i. 2 l. 2 6
2. Owl

Avoiding turtle f. 3 j. 3 o. 2 8
3.

Accommodating
c. 2 k. 2 n. 2 6
4. Teddy Bear

Compromising
b. 3 h. 3 m. 4 10
5. Fox
 e) When others can more effectively resolve the conflict
f) When there is no time constraint.

ACCOMODATING TEDDY BEAR:

They ignore their own goals and give into others to resolve conflict. They are
unassertive and co-operative creating lose-win situation.
The advantages are that they maintain relationships. The disadvantage is that
it may not be a productive situation and may be taken advantage of.
Appropriate time to use teddy bear style
a) When suggestions or changes are not important.
b) When minimizing losses in situations.
c) When time is limited, or harmony and stability are valued.
d) Maintaining relationship is more important than other considerations.

COMPROMISING FOX: (lose – lose)

They use a compromising management style. The concern is for goals and
relationship. Foxes are willing for sacrifices and persuade others to give a part of
theirs. Here compromise is assertive and cooperative. Hence the result is either
win-lose or lose – lose.
Advantages are, conflicts are removed and relationships are maintained. The
disadvantages one that the compromises may create less than ideal outcome.
Appropriate time to use this style:
a) When important or complex issues have no dear or simple solutions.
b) When all conflicting people are equally powerful and have strong interest to
different solutions.
c) When there is no time constraint.

COLLABORATING OWL:
The owl use conflict management style by valuing their goals and
relationships. They solve the problem by finding solutions agreeable to all and
create win-win situation.
Advantages are both sides get what they want, and negative feelings eliminated.
Disadvantages are it takes a great deal of time and effort.
Appropriate times to use owl styles are:
a. When maintaining relationship is important.
b. When time is not a constraint.
c. When peer conflict is involved.
Table 2 showing the dominating score of the group for different conflict
management style.

Sl.no Name Score Dominating style Score Backup style

Avoiding turtle
Accommodating teddy
1 C.D 5 9 Competing
bear
shark
Competing
shark
2 M.M 6 Collaborating owl 7
Accommodating
teddy bear

Competing
3 G.K 7 Avoiding turtle 8
shark

Accommodating
4 SKS 4 Collaborating owl 8
teddy bear

Accommodating
5 V.J 5 Collaborating owl 6
teddy bear

Collaborating owl
6 S.M 6 7 Avoiding turtle
Competing shark

Avoiding turtle
Accommodating teddy
7 P.C 7 8 Collaborating
bear
owl
 d. To gain commitment through consensus.
e. When learning and trying to merge differing perspective.

GROUP RESULT:
All the subject in the group have used unique style of conflict management,
thereby accepting hypothesis I i.e. individual difference in style of conflict
management. Four subjects in the group have Collaborating owl as their dominating
style. Owl creates a win-win situation as they view conflict as the problem to be
solved. Hence, they value their goals and relationships. It takes a great deal of time
and effort but both sides get what they want. This style is difficult to attend but can
be used constructively during pre-conflict and try to merge differing views.
Two subjects have Accommodating teddy bear as dominating style. It
emphasises on human relationship. Sometimes they ignore their goals by giving
into others, unassertive and co-operative creating win-lose situation. It may not be
productive always but when time is limited, and harmony is valued their style works
the best.
One subject has used Competing shark as dominating style. Here goal is highly
valued, relationship get low priority, they don’t hesitate to be aggressive and
uncooperative which results in win-lose situation. The disadvantage here is hostility
among the group but it works well when conflict resolution is urgent and when
conflict involves personal difference that are difficult to change.
One subject in the group has used avoidance turtle as dominating style. They
adopt avoiding or withdrawing conflict management style i.e. they normally hide
and ignore conflict. They are uncooperative and unassertive tending to give up
personal goal and displaying passive behaviour treating lose-lose situation. The
style is appropriate to be used when confrontation will hurt working relationship
and when gathering information is more important than immediate decision.

INDIVIDUAL RESULT:
Table 1 shows my conflict management style. My dominating style score is 6
which I scored for collaborating owl and accommodating teddy bear which shows
that I maintain relationship and sometimes I do not put much efforts to solve
conflicts. My backup style score is 8 which I scored for avoiding turtle which
indicates that I give equal importance and eliminate the negative feelings.

POST TASK:
The questions were related to how we behave in the conflict arising situation.
So because of the past experiences I was able to relate questions easily and think of
the situation. This test also made me to think of the situations when I faced
conflicts. This test was easy as it was able to understand it properly.

CONCLUSION:
1. The group has unique style of conflict management.
2. Subjects vary in the conflict management style.
3. The group results accept the hypothesis.
4. My conflict management style varies.

APPLICATIONS IN COUNSELLING:
1. Gives us an awareness of assorted styles of resolving conflict.
2. It gives us an understanding of other people’s conflict management style.
3. It can help to resolve our own conflicts and that of others with a win-win
situation.
4. To use a particular resolving style depending on the time available.
5. To use the conflict management style depending on appropriate situations.
6. To train individual into a win-win conflict resolution style.
7. Not all conflicts are bad, they are at times healthy to broaden our perspective
and push us out of our comfort zone.