CONFLICTS

Definitions:

Conflict can be defined as condition of objective incompatibility between

values or goals, as behaviour of deliberately interfering with another’s goal
– achievement and emotionally in terms of hostility.

James D. Thompson, defines it as that behaviour by organizational

members which is expended in opposition to other members.

As a situation whenever incompatible activities occur.

Conflict may be defined as a situation in which there is a breakdown in

decision-making owing to irrational and/or incompatible stand taken by one
or all parties concerned with decision making.

CHARACTERISTICS OF CONFLICT

1. Conflict leads to disruption or impairing the work of the

organization, hence we are confining ours to organizational conflict.
2. Conflict is a function of opposite views held by the parties to
disputes.
3. Breakdown in decision-making is consequence of
incompatibility in the behaviour of the parties to certain situation
existing in the organization.
Conflict

Traditional View Modern View

- Conflict was bad - Conflict is inevitable

- Viewed negatively
- It was must to avoid in view of its
harmful and mal functional nature
- Conflict was seen as
dysfunctional outcome resulting
from poor communication.
- Lack of openness and
Manager’s failure.
- Conflict is determined by structural
factors such as physical shape
of building, the design of a career
structure and nature of a
class system.
- Conflict is integral to the nature
of change.
- A minimal level of conflict is optimal.

Functional V/s Dys functional

(Constructive Conflict) (Destructive Conflict)
When When

- Problems are brought out, identified
and clarified
- Organisational lethargy is dissolved,
creativity is promoted.
- More thoughts go into ideas,
individual effort is stimulated.
- It encourage group cohesiveness
and provides for a system of checks
and balances within an organization.
- Too much stress is created for individual
- Group decision making is reduces to
feeble walk.
- Co-op. is replaced by in- fighting.
- Focus on short range goals at the cost
of long range goals.
- Goals are distorted and resolution of
conflict is viewed as win-lose rather than
Win-win.
- Conflict as cost.
 - Source of disequilibria

Process of Conflicts

Stage I Stage II Stage III Stage IV

Potential Cognition and Behaviour Outcomes
Opposition Personalisation

Perceived Increase
Conflict group
Performa
nce
Reason for Overt
Conflict Conflict
exist

Felt Decreased
conflict Group
performanc
eee

Types of Conflicts

Conflict within the individual (frustration goals – Roles) numerous roles.

Inter Personal Conflict.

Conflict between individual and the group

Inter group conflict.

Inter organization conflict.

JOHARI WINDOW:
Developed by : Joseph Luft and Harry Ingham (Johari)

Open Blind
Self Self

Hidden Undiscovered
Self- Self

OPEN SELF----KNOWN TO SELF AND OTHERS, BLIND SELF---KNOWN TO

OTHERS BUT NOT SELF, HIDDEN SELF----KNOWN TO SELF BUT NOT
OTHERS, UNDISCOVERED SELF---KNOWN NEITHER TO SELF NOR
OTHERS

Conflict Management

Establishing Common goal.

Changing Structural Arrangement

- Reduction in interdependence

- Reduction in shared resources.

- Exchange of Personnel

- Creation of Special Integrators

Conflict resolution Actions

- Problem Solving
(it emphasizes the attainment & the common interests & both parties.)

- Avoidance
(when issue is trivial, avoidance strategy will be useful.)

- Bargaining :
(discussion and negotiation)

- Smoothening :
(Smoothening is recommended as a stop, gap measure to let people
cool down and regain perspective.)

- Compromise

- Confrontation

- Mediation