QUESTION BANK ANSWERS

Unit 1: Introduction to Conflict Management

Q.1. Define Conflict?

Ans. The definition of conflict exists in the struggle among varying and opposing forces – it is this
conflict that drives as to forward. Conflict examples in literature include manv Society or man vs.
nature. Conflict in your office works similarly to conflict in literature, but instead halts forward
progress. It can increase anxiety and tension between staff and managers. As anxiety and tension
increase, productivity often slows. It is imperative for every business leader to understand how
conflict arises in the office, and what can be done to effectively manage it and keep everyone on staff
working efficiently with the least amount of anxiety or tension.
.
Q.2. Describe 8 sources of conflict?
Ans. (i) Change

Implementation of new technology can lead to stressful change. Workers who don’t adapt well to
change can become overly stressed, which increases the likelihood of conflict in the workplace.

(ii) Interpersonal Relationships

When different personalities come together in a workplace, there is always the possibility they won’t
mesh. Office gossip and rumors can also serve as a catalyst for deterioration of co-worker
relationships.

(iii) Supervisor vs. Employee

Just as co-worker personalities may not mesh, a supervisor and employee can also experience
conflict. A supervisor who is seen as overbearing or unfair can rub an employee the wrong way,
which makes the working relationship more difficult.

(iv) External Changes

When the economy slides into are cession or a new competitor swoops in and steals some of a
company’s market share, it can create tension within the company. This stress can lead to conflict
between employees and even between upper levels of management.

(v) Poor Communication

Companies or supervisors that don’t communicate effectively can create conflict. For example, a
supervisor who gives unclear instructions to employees can cause confusion as to who is supposed
to do what, which can lead to conflict.
(vi) Subpar Performance

When a worker in a department is not “pulling his weight,” it can lead to conflict within the department,
perhaps even escalating into a confrontational situation. A supervisor who fails to acknowledge or
address the situation can add fuel to the fire.

(vii) Harassment

Harassment in the workplace can take many forms, such as sexual or racial harassment or even the
hazing of an employee. Companies that don’t have strong harassment policies in place are in effect
encouraging the behavior, which can result in conflict.

(viii) Limited Resources

Companies that are looking to cut costs may scale back on resources such as office equipment,
access to a company vehicle or the spending limit on expense accounts. Employees may feel they
are competing against each other for resources, which can create friction in the workplace..

Q.3. What are interpersonal conflict?

Ans Interpersonal conflict refers to a conflict between two individuals. This occurs typically due to
how people are different from one another. We have varied personalities which usually results to
incompatible choices and opinions. Apparently, it is a natural occurrence which can eventually help in
personal growth or developing your relationships with others. In addition, coming up with adjustments
is necessary for managing this type of conflict. However, when interpersonal conflict gets too
destructive, calling in a mediator would help so as to have it resolved

Q.4. Explain Intrapersonal conflict?

Ans.  Intrapersonal conflict occurs within an individual. The experience takes place in the person’s
mind. Hence, it is a type of conflict that is psychological involving the individual’s thoughts, values,
principles and emotions. Interpersonal conflict may come in different scales, from the simpler
mundane ones like deciding whether or not to go organic for lunch to ones that can affect major
decisions such as choosing a career path. Furthermore, this type of conflict can be quite difficult to
handle if you find it hard to decipher your inner struggles. It leads to restlessness and uneasiness, or
can even cause depression. In such occasions, it would be best to seek a way to let go of the anxiety
through communicating with other people. Eventually, when you find yourself out of the situation, you
can become more empowered as a person. Thus, the experience evoked a positive change which will
help you in your own personal growth

Q.5. Explain intragroup conflict?

Ans. Intragroup conflict is a type of conflict that happens among individuals within a team. The
incompatibilities and misunderstandings among these individuals lead to an intragroup conflict. It is
arises from interpersonal disagreements (e.g. team members have different personalities which may
lead to tension) or differences in views and ideas (e.g. in a presentation, members of the team might
find the notions presented by the one presiding to be erroneous due to their differences in opinion).
Within a team, conflict can be helpful in coming up with decisions which will eventually allow them to
reach their objectives as a team. However, if the degree of conflict disrupts harmony among the
members, then some serious guidance from a different party will be needed for it to be settled.

Q.6. Explain intergroup Conflict?

Ans. Intergroup conflict takes place when a misunderstanding arises among different teams within an
organization. For instance, the sales department of an organization can come in conflict with the
customer support department. This is due to the varied sets of goals and interests of these different
groups. In addition, competition also contributes for intergroup conflict to arise. There are other
factors which fuel this type of conflict. Some of these factors may include a rivalry in resources or the
boundaries set by a group to others which establishes their own identity as a team.

Conflict may seem to be a problem to some, but this isn’t how conflict should be perceived. On the
other hand, it is an opportunity for growth and can be an effective means of opening up among
groups or individuals. However, when conflict begins to draws back productivity and gives way to
more conflicts, then conflict management would be needed to come up with a resolution.

Q.7. Explain the factors affecting individual elvel conflict?

Ans.: :

(a) Unacceptability: Every individual has a known acceptable alternative in terms of his own goals
and perceptions. Since the alternative preferred by the organization is not satisfactory to him, he is
unable to accept it. Unacceptability is subjective because the alternative unacceptable to one may be
acceptable to another individual. When the alternative is unacceptable to an individual, he will search
for new alternatives. His search for acceptable alternative continues. But sometimes, repeated failure
to discover acceptable alternatives leads to are definition of acceptable.

(b) Incomparability: The individual knows the probability distribution of the alternatives but he is
not able to take decision because the outcomes are incomparable. When the results are not
comparable, no decision could be taken. Similarly, an individual is also unable to make proper
comparison of alternatives. Comparison requires clarity, technique of comparison including assigning
weights to different components, rationality in attitude and behaviour and the competence to perform
the task.

The procedure of comparison depends also on the clarity and decisiveness of the individual regarding
the minimum standard of achievement. If the individual does not have much clarity as to the
expectancy, he will not be able to make comparison. The state of incomparability causes lot of
tension and conflict to the individual.
(c) Uncertainty: Individuals are uncertain about the environments within and outside the
organisations. If the environment could be properly depicted, the behaviour of the people regarding
acceptability of the alternative and efficacy of the alternative could be ascertained with certainty. In a
state of uncertainty, the individual feels frustrated which is ultimately reflected in conflict. Within an
individual there are usually a number of competing goals and roles.

Q.8. Explain the 4 sources of interpersonal conflict?

Ans According to Whetten and Cameron there are four sources of interpersonal conflict:-

(i) Personal differences: This can be a major source of conflicts between individuals. Due to the
difference in the upbringing, culture, education, experience, values and traditions and the family
background of the individuals, an interpersonal conflict could arise.

(ii) Lack of Information: Another cause of inter-personal conflict could be the lack of information. This
information deficiency is often a result of the communication break down in an organization.

Role in compatibility: Role in compatibility could also be a source of conflict as in the present day
inter-functional organizations many managers are assigned task which are inter dependent and the
individual’s roles of these managers may be incompatible.

Stress: Environmental stress in an organization can also cause inter-personal conflict. Such a stress
is caused by a lack of resources, downsizing

Q.9. In what way does intragroup conflict arises?

Ans. An intra-group conflict usually arises in the following three ways.

(i) When the group faces a new problem,

(ii) When new values are imported into the group from the social environment or

(iii) When the extra group role of a person comes into a conflict with his intra-group role.

Q.10. Explain the traditional approach to conflict?

Ans The traditional approach to Conflict is the one suppression and elimination, meaning that Conflict
is not voiced out. This is viewed as something bad, which can lead to organization complete failure.
Thus, traditional management do not encourage employees to voice out their grievances and
dissatisfaction, they are rather ignored. There is nothing like grievance procedure process in an
organization or right of collective bargaining. This approach is usually practiced by private and some
public organizations, most especially those that do not recognize the trade union. This is the human
element, it recognizes man as an economic animal, pay him and work that’s all because, and this
period most organization were owner managers. Though, the approach is still practical by some
organizations presently its idea was defeated as a result of industrial resolution and the birth of trade
unions which gave rise to the modern approach.
Q.11. Explain the modern approach to conflict?

ANs: With the birth of trade unionism, in modern organizations, conflict is seen as something real and
inevitable. Thus a laid down procedure of resolving grievances is established. This approach
discourages suppressed conflict, it does not see conflict as an organization faction because it leads to
reorientation and reorganization, it then sees conflict as an avenue for correction. Though it is not
practiced by certain organization, it is the most widely practiced approach in our today environment.
This approach recognizes the human element at work; hence it discourages suppressed
dissatisfaction to be able to understand employee feelings.

Q.12 What are functional conflict and how does it help?

An s: Functional conflict which supports the goals of a group and also improves it performance is
known as a functional or a positive conflict. The functional conflict is helpful in the achievement of the
goals of a group as it aids in –

(i) Analytical thinking: During a conflict the members of a group display analytical thinking in
identifying various alternatives. In absence of conflict, they might not have been creative or even
might have been lethargic. The conflicts may include challenge to such views, rules, policies, purpose
and plans which entail a significant analysis so as to justify these groups as they are or make other
alterations that may be necessary.

(ii) Diffusing tension among the members of the group: When conflict is allowed to express openly it
can help in reducing the tension among the members of the group which would otherwise remain
suppressed. Suppression of tension can lead to imaginative distortion of truth, sense of frustration
and tension, high mental exaggerations and biased opinions resulting in fear and distrust. When
members express themselves, they get some psychological satisfaction. This also leads to reduction
of stress among the involved members.

(iii) Promote Competition: Conflicts results in increase competition and this increased competition in
turn results in more efforts. Some persons are highly motivated by conflict and service competition.
Such conflict and competition can result in increased effort and output.

(iv) Promote group cohesiveness: Some experts believe that conflict creates solidarity among the
members of the group it also increases loyalty in the members of the group and inculcates a feeling of
group identity as the members of a group compete with outsiders. This increased group cohesiveness
can help the management in achieving the organizational goals effectively.

(v) Facing challenges: The abilities of individuals as well as groups can be tested during conflict.
Conflict creates challenges for them and to face these challenges individual and group to need to be
creative and dynamic. When they are able overcome these challenges successfully it leads to a
search for the alternatives to the present methods which results in organizational development.
(vi) Organizational change: It has been seen that some times conflict stimulates change among the
members of a group. Whenever people are faced with conflict, there is a change in their attitudes and
they become ready for the change to meet the requirements of the situation

(vii) Increased awareness: Conflict creates an increased awareness about the problems faced by the
group. The group members also become aware of the members involved in the problem and the
methods adopted to solve the problem.

(viii) Quality of decision: Conflict result s in high quality decisions taken by the members of a group.
During the conflict, the members express the opposing views and perspective which results in some
high quality decisions. The members share the information and examine the reasoning of other
members to develop new decisions.

(ix) Identification of weakness: The weaknesses of a group and its members can be identified easily
during the conflict. It becomes easier for the management to remove these weaknesses once it
becomes aware of these.

Q.13 What are characteristics of a dysfunction conflict?

AnS: The characteristics of a dysfunction conflict are:

(i) Increased tension: A dysfunctional conflict can cause a high level of tension among the members
of a group and in some cases it becomes difficult for the management to resolve such a conflict. This
increased tension may result in anxiety uncertainty, hostility and frustration among the members of a
group.

(ii) High rate of employee turnover: Dysfunctional conflicts can cause some employees to leave the
organization if they are not able to resolve the conflict in their favor. In such a case it is an
organization that has to suffer to loss of its valuable employees.

(iii) Increased dissatisfaction: Dissatisfaction can be increased among the members of the party that
loses in conflict. This struggle during conflict also results in decreased concentration on the job and in
this way it can also adversely affect the productivity of the whole group.

(iv) Distrust: Conflict can result in a climate of distrust among the members of a group and also in the
organization. It can decrease the level of cohesiveness among the group members who will have
negative feelings towards other members of the group and avoid interaction with them.

(v) Distraction from organizational goals : Conflicts can distract the members of a group from the
organizational goals they are supposed to achieve but during a conflict the members may waste their
time and energy in making efforts for emerging as winners in the on-going conflict in the group and
their attention from the organizational goals may be diverted. Personal victory becomes more
important for the members involved in the conflict and the organizational goals take a back seat.
Q.14 What are five conflict handing intensions?

Ans: These are the decisions to act during conflict. There are five conflict handing intensions. They
are:

a. Competing: (assertive and unco-operative): It is a desire to satisfy ones own interest regardless
of its impact on the other party. It includes desire to achieve ones own goal at the sacrifice of others
goal, attempting to convince others that your conclusion is correct and attempting to make someone
else accept the blame for the problem.

b. Collaborating (assertive and co-operative): It is a desire to satisfy all the parties. It includes
attempting to find a win-win situation that allows both parties goals to be achieved.

c. Avoiding: (unassertive and uncooperative): It is a desire to suppress a conflict. It includes

ignoring the conflict and avoiding others with whom one disagrees.

d. Accommodating (unassertive and cooperative): It is a willingness to place the opponent's interest

above ones own. It includes sacrificing ones goal to maintain other party's goals.

e. Compromising: It is situation in which each party conflict is willing to give up something. There is
no clear loser or winner.

Q.15 What are Dual Concern Model of Conflict?

ANs: The Dual Concern Model assumes that parties’ preferred method of handling conflict is based
on two underlying dimensions: assertiveness and empathy. The assertiveness dimension focuses on
the degree to which one is concerned with satisfying one’s own needs and interests. Conversely, the
empathy (or cooperativeness) dimension focuses on the extent to which one is concerned with
satisfying the needs and interests of the other party. The intersection points of these dimensions land
us in different conflict styles. It’s always helpful not only to realize your own conflict style, but to
appreciate the style that your opposite number is using.

Competitive

A “competitive” conflict style maximizes assertiveness and minimizes empathy. Competitive types
enjoy negotiation, seek to dominate and control the interaction, and tend to look at it as a game or a
sport with a winner and a loser; they pay less attention to the relationship underlying the dispute since
they are focused on winning and claiming the biggest piece of the pie. Competitive types approach
conflict saying: “This looks like a win-lose situation, and I want to win.”.”

Accommodating

An “accommodating” conflict style, in contrast, maximizes empathy and minimizes assertiveness.

Accommodating types derive satisfaction from meeting the needs of others, are perceptive and
intuitive about emotional states, detect subtle verbal and nonverbal cues, and tend to have good
relationship building skills; they tend to deflect or give up in the face of conflict out of concern for the
relationship, and tend to be vulnerable to competitive types. Accommodating types tend to believe
that “[b]eing agreeable may be more important than winning.”

Avoiding

An “avoiding” conflict style is both low in assertiveness and low in empathy. Avoiders can be adept at
sidestepping pointless conflict, are able to exercise tact and diplomacy in high-conflict situations, and
can artfully increase their own leverage by waiting for others to make the first concession. At the
same time, however, they may “leave money on the table” and miss the opportunities for mutual gain
that conflict can present, neglect underlying relationships, and allow problems to fester by ignoring
them. Avoiding types worry that: “I don’t want to give in, but I don’t want to talk about it either.”

Collaborative

“Collaborative” types are highly assertive and highly empathetic at the same time, therefore they are
concerned about the underlying relationship and are sensitive to the other person’s needs while
simultaneously being committed to having their own needs met. Collaborators often see conflict as a
creative opportunity and do not mind investing the time to dig deep and find a win-win solution, but
may be inclined to spend more time or resources than are called for under the circumstances.
Collaborative types approach conflict saying: “Let’s find a way to satisfy both our goals.”

Compromising

Finally, a “compromising” conflict style is intermediate on both the assertiveness and empathy
dimensions. Compromisers value fairness and expect to engage in some give and take when
bargaining. A compromise approach allows those in conflict to take a reasonable stance that often
results in an efficient resolution to the conflict. However, compromisers sometimes miss opportunities
by moving too fast to split the difference, failing to search for trades and joint gains, and may neglect
the relational aspects of the dispute. Compromisers approach conflict saying: “Let’s meet halfway on
this issue.”