Conflict Management

Definition & meaning of conflicts

Organizational Conflict or workplace conflict is described as the state of disagreement or misunderstanding,

resulting from the actual or perceived are at variance of needs, beliefs, resources and relationship between
the members of the organization. At the workplace, whenever, two or more persons interact, conflict occurs
when opinions with respect to any task or decision are in contradiction. The incompatibility in opinions can
come into being, within a member, between two members, or between groups of the organization.

Types of Conflicts:-

Relationship Conflicts:
The conflict arising out of interpersonal tension among employees, which is concerned with the relationship
intrinsically, not the project at hand.

Interdependence Conflicts:
These types of conflict happen when a person relies on someone else's co-operation, output, or input for
them to get their job done. For example, a sales-person is always late inputting the monthly sales figures.
This causes the accountant to be late with her reports.

Leadership Conflicts:
Leaders have different ways of leading their teams. Team members who have to deal with various leaders
throughout a day, can become confused and irritated by these different ways of being led. For example, one
leader may be more open and inclusive, while another may be more directive.

Task Conflicts:

When there is differing preferences on how to get things done due to differences in age, educational
backgrounds, personal experiences, ethnic heritage, gender, and political preferences etc. is called task
conflicts.

Conflict Resolution Strategies by CAPGEMINI:-

In an organization, conflict is inevitable and so various means are to be discovered to resolve them or use
them in a way that can help the organization to increase its productivity.
 CAPGEMINI-THE TCM GROUP train the HR team to resolve conflicts using mediation. It is a
conflict resolution process in which a neutral mediator assists the parties through constructive
discussion and negotiation of their issues in order to reach a mutually acceptable resolution.
 Another strategy taken by Capgemini is clarifying the problem. It is important to take the time to
hear all of the concerns and to get a good understanding of what the problem is.  Try to work toward
identifying each parties’ interests and not their position as it relates to the conflict. Understanding
another person’s interests (why it’s important to them) can help separate the person from the
problem.

 The HR team has initiated the idea of Separate the people from the problem. It is important to
separate the person from the conflict and remember that – it is about the process, not the person.
Focus on the issue and avoid tying the issue to a particular person or persons.
For example, if there is conflict over limited resources, look at the process for how those resources
are allocated and not the person vying for those resources.