MANAGING CONFLICT

INTRODUCTION
An effective supervisor must recognize the change that are taking place
and the effect they will have on people and the organization. To be effective, a
supervisor should understand how to bring a group of diverse workers together
and unite them into a cohesive group able to achieve the quantity of the
organization, its possible that conflict will result.

DEFINITION – CONFLCIT
“Conflict is a process in which an effort is purposefully made by one
person or unit to block another that results in frustrating the attainment of other’s
goals or the furthering of his or her interests: (L.M. Prasad, 20001).

FUNCTIPNAL AND SYSFUNCTIONAL ASPECT OF CONFLICT

 Functional aspects of conflict
A minimum level of conflict is necessary because it helps organization in the
following ways:
1. Stimulant for change
Conflict provides stimulus for change in the systems which are not
conducive to the organization. Conflict spotlights problems that demand
attention, forces clarification of their nature and sources and channels
organizational efforts toward finding better solution of the problems.

2. Creativity and innovation

Normally a conflict of certain degree arouses creativity and innovation. A
climate of challenge compels to think through their own ideas before airing them
out. Thus a conflict can help people to test their capacities to learn and develop.

3. Group cohesion
Group cohesiveness is a situation in which all members of the group work
together for a common goal. If group cohesion is high, interaction among
member is high and the amount of agreement in group opinion is high. Thus
members can derive more satisfaction from group activities.

4. Avoidance of tension
Conflict can be used as a source of avoiding tension and frustration.
People can express their tension and frustration by means of conflict.

 Dysfunctional aspect of conflict

1. Disequilibrium in organization
Conflicts affects equilibrium of organization and produces disequilibrium.
When there is a conflict, the equilibrium is affected adversely because the
individuals contributes do not match their inducements as they are using some of
their energies in conflict behaviour. This crates problems to the organization, if it
continues to exist, it will try to bring equilibrium either getting rid of such
individuals or modify them to increase their contributions.

2. Stress and tension

While group cohesion provides satisfaction conflict creates tension and
stress. It exacts its toll on the physical and mental health of the parties, to the
conflict. Intense conflict generates feelings of anxiety, guilt, frustration and
hostility.

3. Diversion of energy
The most important dysfunctional aspect of conflict is that it leads to
diversion of energy from constructive activities to destructive activities. They
spent more time to winning up conflicts rather than organizational goals. Conflict
will ultimately result into destructive activities.

LEVELS OF CONFLICT
1. Individual level conflict
 The analysis of conflict may start at individual level because organization
is composed of individuals and many conflicts may arise at this level. Within an
individual, there are usually a number of competing goals and roles. Thus there
may be goal conflict and role conflict within an individual.

a. Goal conflict
Goal conflict occurs at individual level when an individual faces the
problems of choosing among two or more goals which are mutually competing in
some way. Existence of mutually – competing goals may leads to three possible
alternatives.

i. Approach avoidance conflict

This conflict arises when a person faces the problems of selecting among
two or more equally attractive goals which are mutually exclusive.
ii. Approach avoidance conflict
This arises when a person has an alternative which has positive and
negative aspects. Eg. A person gets job opportunity but at a place which he
doesn’t like.
iii. Avoidance – Avoidance conflict
This conflict arises when a person has to choose between two mutually
exclusive goals, each of which possess equally negative aspects. In such a case,
unless another alternative is available, the conflict may be unresolved.

b. Role conflict
Role is a set of expectations people have about the behavior of a person
in a position. Such behaviour may be formally prescribed by job description,
delegation, organizational manuals.
Role conflict occurs when expectations of a role are materially different or
opposite from the behaviour anticipated by the person in that role. He may feel
role conflict because there is no way to meet one expectation without rejecting
the other.
Reasons for role conflict
i. Role ambiguity
It occurs when an individual is not clear regarding his job duties and
responsibilities. As a result, he experiences difficulties in deciding the actual
expectations from his role.
ii. Organizational positions
This happens because there are different expectations from position, each
individual or group individuals has particular expectations which may not be
compatible.
iii. Personal characteristics
Role conflict may arise because of personal characteristics. Certain
personality characteristics are more prone to experience role conflict. An
individual who is strongly achievement – oriented exhibits a high degree of
personal involvement with his job.
2. Interpersonal conflict
Interpersonal conflict may be interpreted in two forms:
a. Vertical conflict
it also known as hierarchical conflict arises between superior and
subordinates. Vertical conflicts usually arise because superior attempts to control
the behaviour of his subordinates and subordinates resist such control.
b. Horizontal conflict
Horizontal conflict at interpersonal level is among the persons at the same
hierarchical level in the same function or in different functions.

Causes of interpersonal conflict

i. Ego States
Ego states are the person’s way of thinking feeling and behaving at any
particular time. If ego states are not complementary, the conflicting situation take
place.
ii. Value systems
 Value systems may develop conflict in their interaction. Value system is a
framework of personal philosophy which governs and influence individual
reaction to any situation. Thus people having different value systems may
interpret the things and situations differently which may reflect the choice of
different methods of working and behaving. Such differences become the basis
of interpersonal conflict.

iii. Socio – cultural factors

People coming with different social and cultural background may develop
conflict among themselves. Conflicts based on caste, religion and family
background based on social – cultural differences.

3. Intergroup conflict
Intergroup conflict arises because of interaction of various groups. The
factors are:
a. Incompatible groups.
Intergroup conflicts arise when goals of two or more groups are
incompatible, it is goal attainment by one group may prevent or reduce the level
of goal attainment of one or more groups.

b. Resource sharing
Conflict arises because of discrepancy between aggregated demand and
available resources. Each party to the conflict has an interest in making total
resources as large as possible but also in securing as large a share of them as
possible.

c. Task interdependence
Task dependence refers to the dependence of one unit on another for
resources or information. A dependant task relationship may result in one group
having the ability to dictate or unilaterally determine the outcome of interaction
between two groups.
d. Absorption of uncertainty
Organization and its various groups may experience uncertainties of
various types because they interact, which environment. Conflict arises when
uncertainly absorption by one group is not in accordance with the expectations of
other groups.

STAGES OF CONFLICT
The conflict will progress through the five stages;

Stage – 1: Individual seek allies and support. People build relationships in which
any one a sympathetic becomes an enemy.
Stage - : Polarization and conflicts become visible. Overtime and conflicting
Groups behave in negative ways toward one another and compete to
the detriment of the organization.
Stage – 3: Conflict touches every aspect of the organization. Once the spread of
conflict begins, it is easy for others to jump on the board and remembers
problems.
Stage – 4: Emotions and hostilities are pervasive. Soon it is impossible to find the
original source of the conflict, which is necessary to resolve it.
Stage – 5: Conflicts threatens survival of the organization. Customers are
affected the quality of service and product drop.

An awareness of the symptoms, sources and stages of conflict

development should help to spot the conflicts.

MANAGEMENT
 Conflict beyond certain level is dysfunctional. Therefore an attempt should
be made to develop organizational procedures and practices through which
organization functions in – coordinative way and reducing conflict.
Management should take effective steps to resolve it. Thus there can be
two approaches of managing conflict.
1. Preventive
2. curative measures

In preventive measures, attempts are made to create situations in which

conflict doesn’t take place which curative measures deal with resolving conflict
amicably so that is dysfunctional aspect is minimized.
If the conflict is not dysfunctional but it is leading to healthy competition, it
can be encouraged. However, it is unlikely that a conflict is constructive in the
absence of proper organizational climate.

A major part of organizational climate as relevant to conflict management

is built through
1. Establishment of common goals.
2. structural rearrangement

1. Establishment of common goals

Reducing conflict arising out of goal differentiation is the reference to
super ordinate goal.
A siperordinate goal is a common goal that appeals to all the parties
involved and cannot be achieved by the resourced of a single party separately
In the case of reference to superordinate goal, conflicting parties may be
brought together and they can sink their differences for the time being.
For example, in the case of national emergency, various political parties
co – operate together to face national emergency successfully while in normal
situation, such parties can pursue their own goals. This concept can be applied in
organizations also.
2. Structural Rearrangement
Structural rearrangement in some part of the organization can reduce
dysfunctional conflict, particularly when the conflicts are taking place because of
such factors. In general, following structural arrangements helps in reducing
conflict in the organization.
a. Reduction in interdependence
the potential for conflict is very great in situations where two or more
departments have to work in an interdependent manner and share scarce
resources.
Therefore, conflict may be minimized by reducing interdependence among
departments.
b. Exchange of personnel
a better way to minimize conflict among interdependent units is to
exchange personnel of these unit for specified period of times, specially if
personnel of on unit can be fitted well in another unit.
An exchange of people is very similar to role reversal which is aimed ate
greater understanding between people of various units by them to present and
defend other’s position.
When people understand the difficulties and problems of other units, they
become more considerate about these and change of conflict are lesser.

c. Creation of special integrators

To solve problems of conflict, organization may create provisions for
appointments of special integrators.
These integrators can resolve problems arising out of interdependent
relationship between two or more units.
While appointing such integrators, care should be taken that they are well
acceptable to interdependent units.

d. Reference of superior’s authority

 The organization should keep provisions for referring conflict upward for
its resolution particularly when the cannot be solved at the levels of parties
involved to the conflict.
Since the superior has authority to dictate both the parties, be can
succeed in bringing the conflicting parities together.
However, the method should not be adopted quite frequently because it
will resolve the particular conflict in question but may not be suitable for
minimizing the occurrence of conflict in the organization.

Conflict resolution actions

Conflict resolution actions are curative methods to overcome the problems
of conflict. The major conflict – resolution actions may be as follows which can be
taken depending on the situations.
i. Problem solving
ii. Smoothing
iii. Compromise
iv. Confrontation
v. Avoidance
i. Problem solving
Problem solving technique is the most suitable deal with conflict when it
arises out of misunderstanding of the parties to the conflict.
ii. Smoothing
Smoothing is the process of playing down differences that exist between
parties to the conflict and emphasizing common interests.
Differences are suppressed and similarities are accentuated.
During this process both parties realize that they are not far apart as was
first believed to be.
With shared view point on an issue, the ability to work together is
increased because misunderstanding, the common cause of conflict is removed.
Iii. Compromise
 Compromise is a traditional technique of resolving conflict in which
neither party is a definite loser or distinct winner.
Each party is expected to give something of value in exchange to get
something.
Compromise can be arrived at either through the process of bargaining or
through medication and arbitration.
In bargaining, parties involved to the conflict may negotiate among
themselves and can arrive at some decision on the basis of give and take.
In medication, there is third party intervention. However, third tries that two
parties arrive at certain mutually – agreed solution to the problem resulting
conflict.
In arbitration, third party may give a verdict on the problem being
acceptable to the both parties.
iv. Confrontation
Confrontation is a technique in which parties to the conflict are left free to
settle their score by mobilizing their strength and capitalizing on the weakness of
others.
This technique is adopted specially when both the parties adopt very right
stand and common superior doesn’t want to interfere in their working.
v. Avoidance
Against confrontation, avoidance involves withdrawal of parties from the
séance of the conflict.
When parties to the conflict fail to arrive at mutually agreed solution, they
may detach from the problem believing that conflict avoidance is more mature
and reasonable rather than involving into wasteful arguments and actions.
They can take the chapter relating to conflict, as closed. They stay out of
conflict, ignore disagreement and take no position on tissue involved. Thus this
doesn’t provide real solution of the problem but avoids the problem itself.

MODEL FOR CONFLCT RESOLUTION

 This figure presents a model for effective conflict resolution. Leadership
through the conflict resolution procedure is important. Resolution procedure is
important. First, the persons in conflict must be helped to state their values,
purpose and goals. Then they must be guided toward a solution that acceptable
to all parties.

SUMMARY
So far we discussed about definition o conflict, functional and
dysfunctional aspect of conflict, levels of conflict, stages of conflict and conflict
management.

CONCLUSION
Conflicts and problems are the price of progress. Conflicts therefore are
not discouraging, but the attitude towards them can be if handled properly, they
can produce creative problem solving situation to help the organization to
achieve its goals.

BIBLIOGRAPHY
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edition, Himalaya Publshing House, Delhi, Pp. 243 – 20.
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Prentice – Hall Interventional, London, Pp. 389 – 400.
3. Bulin. J.G, 1996, :Supervision – Skills for managing Work and leading
People” 1st edition, A.I. T.B.S publishers, New Delhi, Pp 375 – 385.
4. Prasad. L.M. 2004, “Principles and practice of Mangement”, 6 th edition,
Sultan Chand and Sons, New Delhi, Pp. 404 – 485.
5. Mac Laura douglass, 1992, “The Effective Nurse – Leader and Manager”,
4th edition, Mosby publication, Philadelphia, Pp. 176 – 177.