Managing Conflict Module

Training Module on:
MANAGING CONFLICT
IN ORGANIZATIONS
Module no. TM/ECWC/TI/040
Prepared by: CPDi

January, 2023
Addis Ababa
i
Company Name: Document No.:
የኢትዮጵያ ኮንስትራክሽን ሥራዎች ኮርፖሬሽን
TM/ECWC/TI/025
ETHIOPIAN CONSTRUCTION WORKS CORPORATION
Document Title: Page No.:
Issue No: 1 Strategic Leadership and management Page 1 of 1
Table of Contents
ACRONYMS .......................................................................................................................... IV
INTRODUCTION .................................................................................................................... 5
SESSION ONE: BASICS OF CONFLICT .............................................................................. 8
1.1 Definition of Conflict ....................................................................................................... 9
1.2 Views / Perspectives of conflict ....................................................................................... 9
1.2.1 The Traditional View.............................................................................................. 10
1.2.2 The Human Relations View ................................................................................... 10
1.2.3 The Interactions View ............................................................................................ 11
1.3 Types of Conflict ........................................................................................................... 11
1.3.1 Functional Conflict ............................................................................................... 11
1.3.2 Dysfunctional Conflict .......................................................................................... 12
1.3.3 Level of Organizational Conflict and Its Outcomes ............................................. 14
1.4 Forms of Conflict ........................................................................................................... 16
1.4.1 Intrapersonal Conflict ........................................................................................... 16
1.4.2 Interpersonal Conflict ........................................................................................... 16
1.4.3 Intergroup Conflict................................................................................................ 16
1.4.4 Intra group Conflict ................................................................................................ 16
1.4.5 Inter organizational Conflict ................................................................................... 17
1.5 Stages of Conflict .......................................................................................................... 17
SESSION TWO: CAUSES OF CONFLICT .......................................................................... 22

2.1 Structural Causes to Conflict......................................................................................... 23
ii
TM/ECWC/TI/025
2.2 Personal Causes to Conflict (Personal Factors) ............................................................ 24
SESSION THREE: CONFLICT MANAGEMENT APPROACHES .................................... 27

3.1 Conflict Management Styles .......................................................................................... 27
3.2 Appropriate Situations to Use Conflict Management Styles ........................................ 32
3.3 Conflict-Handling Styles ............................................................................................... 34
3.4 Tactics for Conflict Management .................................................................................. 36
SESSION FOUR: ALTERNATIVE DISPUTE/CONFLICT RESOLUTION (ADR)

TECHNIQUES ....................................................................................................................... 39
4.1 Negotiation .................................................................................................................... 40
4.2 Mediation ....................................................................................................................... 44
4.3 Arbitration ...................................................................................................................... 45
4.4 Comparison of Negotiation, Mediation and Arbitration ............................................... 46
ANNEXES .............................................................................................................................. 49
REFERENCES ....................................................................................................................... 68
iii
TM/ECWC/TI/025
ACRONYMS
ADR Alternative Dispute Resolution
GM General Manager
GTP Growth and Transformation Plan
HIV/AIDS Human Immunodeficiency Virus /Acquired Immune
Deficiency Syndrome
MLM Middle Level/Line Management
TKI Thomas-Kilmann conflict Mode Instrument
iv
TM/ECWC/TI/025
INTRODUCTION
The fact that individuals have different backgrounds, point of views, values, needs, personalities and
other additional realities prevailing in an organizational environment made an organization be a place in
which conflict is common. Regardless of the quality of a manger’s leadership or his or her style of
management and regardless of how well planned the organization structure is, conflicts will occasionally
arise within an organization. In fact every organization undergoes a certain amount of internal conflict
that must be recognized and dealt with in a positive fashion if the organization is to prosper. Otherwise,
if the organization tends to recognize all the conflicts encountered in a negative way, it will most likely
lose some of the benefits that it can reap. It may be said that it is the mismanagement of conflict rather
than conflict itself that causes real trouble in an organization. Management’s task is to recognize conflict
whenever it occurs and use it whenever possible to secure the organization’s best advantage.
As apparently known, middle level managers are located in the middle of an organizational
hierarchy. Hence, they are responsible to serve as a bridge between the top and the lower level
managers. As pursuance of their responsibilities then, they are frequently encountering conflicts
among several parties that they are expected to resolve. In doing so, they are required to possess
the appropriate skill of conflict management. Therefore, this course is designed to enhance the
middle level managers’ knowledge, skill and attitude on managing organizational conflicts.
The manual is organized in four major sessions; the first session deals with the basics of conflict
management, the next session emphasizes on the causes of conflict, the third session addresses
the conflict management styles and the last session focuses on alternative dispute resolution
(ADR) techniques.
5
TM/ECWC/TI/025
General Objective
The purpose of this training program is to equip trainees with the relevant knowledge and skill to
manage various work place conflicts.
Specific Objectives
At the end of the training participants will be able to:
 Clarify the basic essence of conflict;

 Explain about the different views of conflict;
 Diagnose functional versus dysfunctional conflict;
 Identify the different forms of conflict;
 Clarify the stages in conflict and their attributes;
 Describe the causes for workplace conflicts;
 Explain various conflict management techniques and strategies;
 Demonstrate their skills in managing conflicts of various natures;
 Explain the alternate dispute resolution strategies.
Out come
At the completion of this training module, the trainees will be able to handle conflicts in their
organization effectively and in scientific manner
Target groups
The target groups of this training are;
 Middle level managers (MLM) of both gender working in government and non-
government organizations and
 Trainees with background knowledge of organizational behavior, management and
administration.
6
TM/ECWC/TI/025
Duration
The total duration of the training is 3 days
Symbols/Icons Used in this Training Manual

Icon/Symbol What it Refers to? Description
Important notes Important notes to keep in mind

ⓘ
 Exercises/Activities Group or individual exercises/activities which

might be done in the class or outdoor or at the
work place
Definitions Definition of key words in each topic will be

∆
provided as part of the basic concepts
 Examples Examples relevant to the topic are provided
 Summary Important learning points from each topic
 References Sources of information used in the training

material and further readings that can be helpful
7
TM/ECWC/TI/025
SESSION ONE: BASICS OF CONFLICT
Introduction
This session is an introductory session in which the trainees will get familiar with the fundamental issues
and concepts of conflict management. The subtopics incorporated in the session are definition of
conflict, views of conflict, types of conflict, stages of conflict and forms of conflict.
Session objectives:
At the end of this session, the trainees will be able to:
 Define the basic essence of conflict and explain about the different views of conflict;
 Diagnose functional versus dysfunctional conflict;
 Explain the levels of organizational conflict;
 Identify the different forms of conflict;
 Explain the stages of conflict along their attributes.
 Exercise 1.1: Discussion on basic essence of conflict

Purpose: To make the trainees share their views on the basic essence of conflict and
enhance their understanding on conflict.
Time: 25 minutes
Procedure:
 Form groups that consist of 4-6 members.
 Trainees discuss on the discussion questions.
 Trainees will make presentation on their discussion.
 The facilitator will give a summary.
Discussion questions:
 Define conflict in your own terms.
 Can we prevent conflict from happening8at all? Why or why not?
 Is conflict always negative? Justify your answer.

TM/ECWC/TI/025
1.1 Definition of Conflict

Conflict entails different meaning for different people with varying interpretations. The following
definitions are the most explanatory and comprehensive ones.
∆ Definition: Conflict
 Conflict is a process that begins when one party perceives that its interests are being
opposed or negatively affected by another party (Kreitner and Kinicki, 2001).
The use of the word perceived in the definition is a reminder that the source of a
conflict can be real or imagined. Conflict can also mean that there is a difference in
opinion or agreement between two parties or groups who are trying to achieve the
same goal, causing one of the parties to feel that his or her efforts to achieve the goal
is being hindered or challenged by the other party.
 A Conflict may be defined as the pursuit by two different persons of goals that are
incompatible so that gains by one person must inevitably come about at the expense of the
other (Rashid and Archer, 1985).

1.2 Views / Perspectives of Conflict

It is entirely appropriate to say there has been “Conflict” over the role of conflict in groups and
organizations. One school of thought has argued that conflict must be avoided, that it indicates a
malfunctioning within the group. We call this the traditional view. Another school of thought, the
human relations view, argues that conflict is a natural and inevitable outcome in any group and that it
needs not be evil, but rather has the potential to be a positive force in determining group performance.
The third and most recent perspective proposes that conflict can be a positive force in a group but
9
TM/ECWC/TI/025
explicitly argues that some conflict is absolutely necessary for a group to perform effectively. We label
this third school the interactions approach. Let’s take a closer look at each of these views.
1.2.1 The Traditional View
The early approach to conflict assumed all conflict is bad. Conflict is viewed negatively, and it is used
synonymously with such terms as violence, destruction, and irrationality to reinforce its negative
connotation. Conflict, by definition, was harmful and was to be avoided.
The traditional view was consistent with the attitudes that prevailed about group behavior in the 1930s
and 1940s. Conflict was seen as a dysfunctional outcome resulting from poor communication, a lack of
openness and trust between people and the failure of managers to be responsive to the needs and
aspirations of their employees.
The view that all conflict is bad certainly offers a simple approach to looking at the behavior of people
who create conflict. Since all conflict is to be avoided, we need merely direct out attention to the causes
of conflict and correct the malfunctioning in order to improve group and organizational performance.
Although research studies now provide strong evidence to dispute that this approach to conflict
reduction results in high group performance, many of us still evaluate conflict situations utilizing this
outmoded standard.
1.2.2 The Human Relations View
The human relations position argued that conflict was a natural occurrence in all groups and
organizations. Since conflict was inevitable, the inhuman relations school advocated acceptance of
conflict. They rationalized its existence. It cannot be eliminated, and there are even times when conflict
may benefit a group’s performance. The human relations view dominated conflict theory from the late
1940s through the mid-1970s.
10
TM/ECWC/TI/025
1.2.3 The Interactions View
While the human relations approach accepted conflict, the interactions approach encourages conflict on
the grounds that a harmonious, peaceful, tranquil, and cooperative group is prone to becoming static,
apathetic, and no responsive to needs for change and innovation. The major contribution of the
interactions approach, therefore, is encouraging group leaders to maintain an ongoing minimum level of
conflict-enough to keep the group viable, self-critical, and creative.
Given the interactions view, it becomes evident that to say conflict is all good or bad is inappropriate
and naïve. Whether a conflict is good or bad depends on the type of conflict. Specifically, it’s necessary
to differentiate between functional and dysfunctional conflict.
To encapsulate the discussion, in the past many organizational practitioners operated on the
assumption that any and all conflict was bad and thus should be eliminated. For instance, initially,
scientific management experts such as Fredric W. Taylor believed all conflict ultimately threatened
management’s authority and thus had to be avoided or quickly resolved. However regardless of this,
later human relationists and interactionists recognized the inevitability of conflict and advised mangers
to learn to live with it. Hence, based on the contemporary perspective of conflict, it is neither inherently
good nor bad, but is inevitable. Thus, today the critical issue is not so much the conflict itself but how it
is managed.
1.3 Types of Conflict

The distinction between functional conflict and dysfunctional conflict pivot on whether the
organization’s interests are served.
1.3.1 Functional Conflict
∆ Functional conflict
A functional conflict is a confrontation between groups that enhances and benefits the
organization’s performance (Ivancevich, 2008).
11
TM/ECWC/TI/025
Functional conflict can also be referred as constructive or cooperative conflict and it can be
opportunity for growth or learning; inspires creativity; bring up alternative ways of thinking and
behaving we had not considered before; challenge us to value differences; and improve
communication.
Example
If marketing and production departments of organization Y are in conflict over the best design
of a new product in which the two departments agree on the goal (introducing a new product)
but not on the means to achieve it (the design). The outcome of the conflict most probably will
be a better product with better design.
1.3.2 Dysfunctional Conflict
A dysfunctional conflict is any confrontation or interaction between groups that harms the organization
or hinders the achievement of organizational goals. Management must seek to eliminate dysfunctional
conflict.
ⓘ
Beneficial conflicts can often turn in to harmful ones if not managed properly. In most
cases the point at which functional conflict becomes dysfunctional is impossible to
identify precisely. The same level of stress and conflict that creates a healthy and positive
movement towards goals in one group may prove extremely disruptive and dysfunctional
in another group (or at a different time for the same group).
Example
12 unions becomes too great; it can make the
For instance, if fighting between rival groups in labor
union less effective in pursuing its mission of furthering its members’ interests.
TM/ECWC/TI/025
The criterion that differentiates functional from dysfunctional conflict is group performance. Since
groups exist to attain a goal or goals, it is the impact the conflict has on the group, rather than on any
individual member, that determines functionality. Of course, the impact of conflict on the individual and
its impact on the group are rarely mutually exclusive, so the ways that individual perceives a conflict
may have an important influence of its effect on the group. However, this need not be the case, and
when it is not, our focus will be on the group. So whether an individual group member perceives a given
conflict as being personally disturbing or positive is irrelevant. For example, a group member may
perceive an action as dysfunctional, in that the outcome is personally dissatisfying to him or her.
However, for our analysis, that action would be functional if it furthers the objectives of the group.
Activity 1.2: Differentiating functional and dysfunctional conflicts

Purpose: To help the trainees internalize the idea of functional and dysfunctional conflict and
diagnose their existence in their respective organizations.
Time: 60 minutes
Procedure:
 Form groups that consist of 4-6 members.

 Trainees discuss on the discussion questions.
 Trainees will make presentation on their discussion.
 The facilitator will give a summary.
 Identify examples of functional and dysfunctional conflict from your experience
and share it to the group.
 Share your experience in which a functional conflict was turned in to dysfunctional
conflict because of mismanagement.
 Discuss on the functional and dysfunctional conflicts that can foster or hinder the
attainment of your organizations’ strategic plan. (Remember that your
organization’s strategic plan is cascaded down from the Growth and
Transformation Plan (GTP) of the nation in general and the sector in which your
organization is categorized in particular).

13
TM/ECWC/TI/025
1.3.3 Level of Organizational Conflict and Its Outcomes
In general, every organization has an optimal level of conflict that can be considered highly functional
which helps to generate positive performance. When the conflict level is too low, performance can also
suffer. Innovation and changes are less likely to take place, and the organization may have difficulty in
adapting to its changing environment. If a low conflict level continues, the very survival of the
organization can be threatened. On the other hand, if the conflict level becomes too high, the resulting
chaos also can threaten the organization’s survival.
Figure 1: Relationship between intergroup conflict and organizational performance
Situation I
Level of conflict Probable impact on Organization characteristics Level of
organizational goal organizational
performance
 Slow adoption to
environmental
change Low
Dysfunctional
Low or  Few changes
none  Little stimulation of
ideas
 Apathy
 Stagnation
14
TM/ECWC/TI/025
Situation II
Level of conflict Probable impact on Organization characteristics Level of
organizational goal organizational
performance
 Positive movement
toward goals
 Innovation and
Optima High
Functional change
l  Search for problem
solutions
 Creativity and quick
 Adaptation to
environmental
change
 Innovation and
changes
Situation III
Level of conflict Probable impact Organization characteristics Level of
on organizational organizational
goal performance
 Disruption
 Interference with
activities Low
High Dysfunctional  Coordination
difficulty
 Chaos
15
TM/ECWC/TI/025
1.4 Forms of Conflict

1.4.1 Intrapersonal Conflict
This kind of conflict occurs within an individual because of actual or perceived pressures from
incompatible goals or expectations. Generally, Intrapersonal conflict is psychological and it
involves individual’s thoughts, values, principles and emotions. Identifying the actual source of
the conflict and distinguishing between what one wish to do and what should be done are two
steps in managing inner conflict successfully.
1.4.2 Interpersonal Conflict
This is a conflict that occurs between two or more individuals in an organization. It exists
whenever people interact in some way to produce results or achieve goals. Many individual
differences lead to interpersonal conflict, including personalities, culture, attitudes, values,
perceptions, and other differences. The resultant conflict makes the attainment of the goals quite
difficult. Therefore, learning to make the proper adjustment is an important factor in managing
interpersonal conflict.
1.4.3 Intergroup Conflict
This type of conflict occurs between groups or teams in an organization. It occurs when there is
a contact or interaction between the groups. The three common sources of intergroup conflict
are:
 Cohesion or sticking together within a group,
 Structure and type of leadership and status of individuals with in groups and
 Power taking actions which affect others and purposely influencing the welfare of others.
1.4.4 Intra group Conflict

It is a type of conflict which is created between parties within a given group. This type of conflict
happens because of various reasons pertaining to personal, group or organization as a whole.
16
TM/ECWC/TI/025
1.4.5 Inter organizational Conflict
This type of conflict occurs between organizations that are operating in an interdependent way
and share some joint responsibilities.
 Activity 1.3: Experience sharing on forms of conflict
Purpose: To let the trainees share their experience and views on the forms of conflict so that
they can learn about their existence in their respective organizations.
Time: 25 minutes
Procedure:
 Share a form of conflict that you have experienced.
 Which form of conflict is most distressful / painful for you? Why?
1.5 Stages of Conflict

We may wonder how a conflict instantaneously erupted and people get in to huge arguments.
According to Pondy (2001), there are typically five stages of evolution through which the
conflict passes especially in intergroup conflict, called Latent conflict, Perceived conflict, Felt
conflict, Manifest conflict and Conflict aftermath.
17
TM/ECWC/TI/025
I. Latent conflict
In this stage, there is no outright conflict exists; however, the potential for conflict to arise is present,
though latent because of the way an organization operates. The identified potential sources of conflict
are; interdependence, differences in goals and priorities, bureaucratic factors, incompatible
performance criteria and competition for resources.
Example
For example two individuals working for the same department with no clear-cut line of
responsibility expect that there is a possibility for conflict to happen between them sooner or
later.
II. Perceived conflict

It begins when one party perceives that its goals are being frustrated by the actions of another party. In
this stage each party begins to define why the conflict is emerging and to analyze the events that have
led up to it. Each group searches for the origin of the conflict and constructs a scenario that accounts
for the problems that it is experiencing with other party.
Example
As an extension of the previous case, if those two individuals start to perceive that his/her failure
is because of the recklessness, deliberate act or hostility of the other individual, this second stage
of conflict is arrived.
III. Felt conflict

In this stage, each party in conflict quickly develops an emotional response toward each other. Typically
each group develops hatred towards one another and puts the blame for the conflict squarely on the
18
TM/ECWC/TI/025
other party. As conflict escalates, cooperation between the parties falls and so does the organizational
effectiveness.
Example
As an extension of the above case, the two individuals are starting to develop hatred on one
another and blame the other party as cause for conflict.
IV. Manifest Conflict

This is the stage in conflict at which the conflicting parties are actively engaging in conflict behaviors and
the conflict becomes apparent for non- involved parties that a problem exists. At this stage there may
come verbal, written, even physical attacks, besides manifest conflict is more likely to have longer-
lasting effect on the subsequent relationships than perceived or felt conflict.
Example
If the two individuals in the previous case are engaged in insults and physical attacks, then the
conflict is said that it has reached the stage of manifest conflict.
V. Conflict Aftermath
This is the stage at which the conflict is resolved in some way, often by the decision of some senior
managers. Sooner or later, if the sources of conflict have not been resolved, the disputes and problems
that caused the conflict arise again in another context. What happens when the conflict reappears
depends on how it is resolved the first time. Every incident of the conflict leaves a conflict aftermath
that affects the way both parties perceives and reacts to future incidents. If a conflict is resolved before
it gets to the manifest conflict stage, then the aftermath will promote good future working relationships.
If the conflict is not resolved until late in the process, or is not resolved at all, the aftermath will sour
19
TM/ECWC/TI/025
future working relationships and organizational culture will be poisoned by permanently uncooperative
relationships.
Example
If the two individuals in the case were wounding each other or insulting one another seriously and
if the conflict is resolved inappropriately without properly addressing the damage happened, the
individuals will stay within the sense of hostility and the work relationship between the individuals
will remain uncooperative. On the other hand if the conflict has resolved before it reaches
manifest conflict stage or if it is appropriately solved by addressing all the issues in the conflict,
then the aftermath stage will become good working relationships between the conflicting parties.
ⓘ
In order to create a healthy and functioning environment for the conflicting parties, it is far better
to deal with conflict at an earlier stage. The earlier conflicts can be resolved, the more likely the
aftermath will facilitate positive future interactions between the conflicting groups.
 Reflection:
 Recall on any conflict happened in your organization and discuss on how the above five
stages were applicable.
20
TM/ECWC/TI/025
Summary
Conflict is a process that begins when one party perceives that its interests are being opposed or
negatively affected by another party. Based on the contemporary perspective of conflict, conflict
is neither inherently good nor bad but can be either depending on how it is dealt with. This view
stresses that rather than going to eliminate conflict, searching for those effective conflict
management styles and techniques is important. Conflict management skills are keys to
management success. The four forms of conflict are intrapersonal, interpersonal, intergroup and
inter-organizational. There are typically five stages of evolution through which the conflict passes
especially in intergroup conflict, called Latent conflict, perceived conflict, Felt conflict, Manifest
conflict and conflict aftermath.
21
TM/ECWC/TI/025
SESSION TWO: CAUSES OF CONFLICT

Introduction
Conflict does not exist from the blue, there are causes that create and escalate it. These causes can be
broadly categorized as structural and personal. Hence, this session is dealing with the several structural
and personal causes to conflict.
Session objectives
At the end of this session, the trainees are expected to achieve the following session objectives;
 Examine the structural causes for workplace conflicts and

 Identify the personal causes for conflict;
Activity 2.1: Identification of causes for organizational conflicts

Purpose: Making trainees examine the different causes for organizational conflict so that they
can identify the causes for conflict in their organizations and take the appropriate remedy.
Time: 55 minutes
Procedure:
 Identify the most frequent and common type of conflict in your organization;
 Explore their causes
22
TM/ECWC/TI/025
ⓘ
There are three principles in a man's being and life, the principle of thought, the principle of
speech, and the principle of action. The origin of all conflict between me and my fellow-men is that
I do not say what I mean and I don't do what I say (Martha, 1999).
2.1 Structural Causes to Conflict
The causes of conflict related to organization’s structure include specialization, interdependence,

common resources, goal difference, authority relationship, status inconsistencies, jurisdictional
ambiguities and lack of accountability.
 Specialization: When jobs are specialized, employees become experts at certain tasks. Highly
specialized jobs can lead to conflict, because people have little awareness of the tasks that others
perform.
 Interdependence: Work that is interdependent requires groups or individual to depend one another
to accomplish goals. Depending on other people to get work done is fine when the process works
smoothly. When there is a problem, however, it becomes very easy to blame the other party, and
conflict escalates.
 Common resources: The process of sharing scare resource may result in potential for conflict.
 Goal Differences: When work groups have different goals, these goals may be incompatible. The
goal of one department may affect the goal of others department. For example; marketing
department usually has a goal of maximizing sales. On the other hand credit department seek to
minimize credit losses.
 Authority Relationship: The leadership style of the manager/ team leader can be the source for
conflict, example, autocrat leader.
23
TM/ECWC/TI/025
 Status Inconsistencies: Some generation has a strong status differences between management and
non management workers, Managers may enjoy privileges –such as flexible schedule, personal
telephone calls etc. at work that; are not available to non management employees. This may result
in resentment and conflict.
 Jurisdictional Ambiguity: Unclear line of responsibility within the organization.

 Lack of Accountability: If something has gone wrong, and no one is willing to take responsibility for
the problem, this lack of accountability can start to permeate throughout the entire company until
the issue is resolved.
2.2 Personal Causes to Conflict (Personal Factors)
The causes of conflict that arise from individuals include skills and ability, needs, personalities,
perceptions, Values, emotions, communication barriers, cultural differences, differences over facts,
differences over methods, competition for supremacy and unfulfilled expectations.
 Skills and Abilities: The work requires individuals with varying levels of skills and abilities. Diversity
in skill and ability may be positive for the organization, but it is also holds potential for conflict,
especially when jobs are interdependent.
 Personalities: Individuals do not leave their personalities at doorstep when they enter the
workplace, one personality that many people find difficult to deal with is rudeness. A rude person
ignore the interpersonal aspects of work and the feeling of colleagues
 Needs: Needs are things that are essential to our well-being. Conflicts arise when we ignore others'
needs, our own needs or the group's needs.
 Perceptions: People interpret reality differently. They perceive differences in the severity, causes
and consequences of problems. Misperceptions or differing perceptions may come from: self-
perceptions, others' perceptions, differing perceptions of situations and perceptions of threat.
24
TM/ECWC/TI/025
ⓘ
The view through your window is different, not better, not right, just different. The difference need
not be the battleground; it can be the source for broader perspectives. There is nothing wrong with
you and there is nothing wrong with me, but there may be something wrong between us. Celebrate
rather than fight the difference (Shay and Margaret, 2008).
 Values: Values are beliefs or principles we consider to be very important. Serious conflicts arise
when people hold incompatible values or when values are not clear. Conflicts also arise when one
party refuses to respect the values of the other party.
ⓘ
You are creating conflict if you are imposing your values on others by denying their needs. Others
are creating conflict if they are imposing their values on you by denying you and your needs (Shay
and Margaret, 2008).
 Feelings and Emotions: When people ignore feelings and emotions of others' or when feelings and
emotions differ over a particular issue, or when let their feelings and emotions become a major
influence over how they deal with conflict, it opens a door to conflict.
 Communication Barriers: Communication barriers that come from both the sender and receiver can
create distortion in message and can lead to conflict. Conflict often occurs as a result of the lack of
opportunity, ability, or motivation to communicate effectively.
 Cultural Differences: Although cultural differences are assets in organization, sometimes they can
be seen as sources of conflict. Often these conflict stems from a lack of understanding of another
culture.
25
TM/ECWC/TI/025
 Differences over facts: Arguments over facts typically need not last very long since they are
verifiable. But a statement like,’ It is a fact that you are insensitive to my feelings," is neither
documentable nor quantifiable, and so is ultimately leads to conflict.
 Differences over methods: Two sides may have similar goals but disagree on how to achieve them.
 Competition for supremacy: This occur when one person seeks to outdo or out- shine another
person. You might see it when two employees compete for a promotion or for comparative power
in your organization. Depending on personalities, this type of conflict can be very subtle sometimes.
 Unfulfilled expectations: Many of the causes listed above contribute to one person not fulfilling the
expectations of another. Unfulfilled expectations are the ultimate cause of many work place
conflicts. The major reason that expectations to go unfulfilled is that they are unreasonable,
inappropriate, too numerous, or unstated.

Summary
The causes of conflict related to organization’s structure include specialization, interdependence,
common resources, goal difference, authority relationship, status inconsistencies, jurisdictional
ambiguities and lack of accountability. The causes of conflict that arise from individuals (Personal
causes) include skills and ability, needs, personalities, perceptions, Values, emotions,
communication barriers, cultural differences, differences over facts, differences over methods,
competition for supremacy and unfulfilled expectations.
26
TM/ECWC/TI/025
SESSION THREE: CONFLICT MANAGEMENT

APPROACHES
Introduction
The conflict management style preferred to resolve conflicts differ from person to person based on the
extent of their cooperativeness and assertiveness. Generally there are five conflict management styles,
these are; avoiding, competing, accommodating, compromising and collaborating. So in this session the
different conflict management styles along the related concepts will be discussed.
Session Objectives
At the end of this session, the trainees are expected to equip themselves with the following critical
concepts and skills;
 Understand the conflict management techniques;

 Learn more about themselves and others in managing conflict;
 Gain confidence in managing conflict among various parties and
 Understand and devise structural approaches to conflict resolution.
3.1 Conflict Management Styles

Kenneth and Ralph (1974) said that in a conflict situation in which the concern of two people appear to
be incompatible, behaviours of those people are manifested in two dimensions called Assertiveness and
Cooperativeness. Assertiveness is the extent to which the individual attempts to satisfy his/her own
concern. Cooperativeness is the extent to which the individual attempts to satisfy the other person’s
concerns. By considering the inclination and various degrees of assertiveness and cooperativeness of the
conflicting parties, the writers identified five styles/modes of conflict management namely Competing,
Accommodating, Avoiding, Collaborating and Compromising and an instrument to measure the styles
which is called The Thomas-Kilmann conflict Mode Instrument (TKI). The authors argued that people
typically have a preferred conflict resolution style and different styles were most useful in different
27
TM/ECWC/TI/025
situations. They also said that the different attempts of people to deal with conflict are based on their
conflict styles or mode of preference to deal the conflict issues.
Figure 2: The five conflict handling modes/styles
ASSERTIVE
COMPETING COLLABORATING
ASSERTIVENESS
COMPROMISING
AVOIDING ACCOMODATING
UNASSERTIVE
UNCOOPRTAIVE COOPERATIVENESS COOPERTAIVE
Source: Adopted form (Kenneth & Ralph, 1974)
A. Avoidance
Avoiding is unassertive and uncooperative and those who prefer this style do not act to pursue
neither the concern of their own nor others’. In other words, it is an indication of peoples’ choice not
to deal with conflict at all and the outcome of this style is Lose-Lose for both conflicting parties.
Beside, choosing to withdraw, being physically absent and avoiding issues or remaining silent are
mostly seen behaviors of people who avoids conflict.
28
TM/ECWC/TI/025
ⓘ
Negative Consequences of Avoidance
 Worsening of conflicts,
 Some people may use the opportunity to make decision which may not be in favor of the
conflicting parties, and
 It may also send a message for others our lack of action to resolve the conflict
B. Accommodating
Accommodating is unassertive and cooperative and those who accommodate in the conflict
resolution process, they give much more concern for other parties than their own. Their intentions is
to smooth the conflict by giving up one’s concern and are willing to cooperate for the sake of
maintaining future relationship with the other conflicting party; hence, the outcome is Lose-Win.
Moreover, accommodating might take the form of selfless generosity or charity, obeying another
person’s order when one would prefer not to, or yielding to another’s point of view.
ⓘ
Negative Consequences of Accommodating
 Giving up important concerns of oneself or an organization for the sake of illusive

relationship in the future which may not be realized.
 It may also send a message for others our lack of action to resolve the conflict
C. Competing
Competing is assertive and is not cooperative and those who compete give much more concern for
their own interests than the other group. Mostly, people use whatever power they have to satisfy
29
TM/ECWC/TI/025
one’s own interest and win position. It is a preference of people to push for only their interests and
hence, the outcome of using this style is Win-Lose.
ⓘ
Negative Consequences of Competing
 Ignoring the interests of other parties may plant seed for other conflicts because of
the fact that the result the other party craving for was not satisfied.
Compromising
Compromising is intermediary in both assertiveness and cooperativeness and the objective is to

come up with a solution which will partially benefit both parties. In other words, this style is a give
and take approach involving moderate concern for both self and others hence; there is no distinct
Loser or Winner. Compromising gives up more than competing but less than accommodating and it
addresses an issue more directly than avoiding but doesn’t explore in as much depth as collaborating.
ⓘ
Negative Consequences of Compromising
 Is not good if people are walking away from conflict with a lot of dissatisfaction
about the outcome,
 May give a cynical appearance to conflict resolution if parties are playing some
unfair games to maximize the outcome from the settlement of the case.
30
TM/ECWC/TI/025
D. Collaborating
Collaborating is the ideal and best style to resolve a conflict and is both assertive and cooperative.
Those who collaborate give equal weight for their concern and others as well and they are comfortable
with solving a problem in a way all parties are mutually benefited from the conflict resolution process.
Moreover, such people give high value for both results of issue at hand and long-term relationship with
the other group so that they explore a third alternative that could potentially satisfy both parties.
Collaborating may take the form of exploring a disagreement to learn from each other‘s insights,
concluding to resolve some condition which would otherwise have competing them for resources, or
confronting and trying to find a relative solution to an interpersonal problem. Hence the outcome of
using this style is Win-Win. Additionally, collaborating style is easy to implement because of the fact that
it is the result of considering the interests of all parties in the conflict.
ⓘ
Negative Consequences of collaborating
 It may take a longer time than other styles to resolve a conflict.
Win-win is more likely when people
 Focus on both sets of needs, concerns and feelings,

 Respect each other’s view.
 See the issue as a mutual problem to be solved,
 Are prepared to listen and compromise,
 Are not interested in winning at any cost,
 Opt for power with rather than power over.
31
TM/ECWC/TI/025
 Exercise 3.1: Conflict management style
Purpose: To make the trainees explore the situations under which each of the conflict
management styles is preferred and identify the influencing factors.
Time: 60 minutes
Procedure:
 Discuss the situations under which each of those five conflict management styles are
preferred.
 What factors can affect our conflict management styles/modes?
 Do you think that gender has an impact over the conflict management style to be preferred? Why
or why not?
3.2 Appropriate Situations to Use Conflict Management Styles

Since there are many different situations in which each of the styles are valid, we can’t say there is single
best style for all conflicting situations. According to the situations that we face, considering the
appropriate style is important. Therefore, the situations in which each of the conflict management styles
are preferred are summarized in the following table.
32
TM/ECWC/TI/025
Table 1: Appropriate situations to use conflict management styles
Conflict Appropriate situation

management Styles
Avoidance 1. When we need more time to resolve the conflict;

2. When the potential damage of continuing a conflict outweigh the
benefit of its resolution;
3. To let people cool down;
4. To regain perspective and composure;
5. When gathering more information outweighs the advantage of an
immediate decision;
6. When others can resolve the conflict more effectively;
1. When the outcome of the resolution is far more important to the
other group;
2. When you realize that you are wrong - to allow a better position to
be heard, to learn from others and to show that you are reasonable;
3. To build up social credit for later issues which are important to you;
4. When continued competition would only damage your cause;
5. To aid in the managerial development of subordinates by allowing
Accommodating
them to experiment and learn from their own mistakes;
1. When getting the right result is so important than long-term
relationship;
2. With emergency issues that one of the parties should take action;
Competing
3. When it is certain that the benefit of the resolution outweighs the
drawbacks of possible negative feelings by the dominating party;
4. To protect yourself against people who take advantage of
noncompetitive behavior.
33
TM/ECWC/TI/025
1. It is good as a backup approach when competing and collaborating

fails;
2. When people are not in a position to get what they want;
3. When goals are moderately important, but not worth the effort or
Compromising potential disruption of more assertive modes;
4. When two opponents with equal power are strongly committed to
continually exclusive goals;
5. To achieve temporary settlement to complex issue;
6. To arrive at expedient/useful solution under time pressure
1. To find an integrative solution when both sets of concerns are too

important to be compromised;
2. When your objective is to learn,
3. To understand the view of others;
Collaborating 4. To merge insights from people with different perspective on a
problem;
5. To gain commitment by incorporating other’s concerns into
consensual decision;
6. To work thorough hard feelings which have been interfering with an
interpersonal relationship.
3.3 Conflict-Handling Styles

Table 2: Comparison of conflict-handling styles
Approach Objective Your posture Supporting rationale Likely outcome

I. Collaborating Solve the “This is my The positions of both The problem is most
problem position, what is parties are equally likely to be resolved.
together yours?” “I am important (though not Also, both parties
committed to necessarily equally are committed to
34
TM/ECWC/TI/025
finding the best valid). Equal emphasis the solution and

possible solution.” should be placed on satisfied that they
“What do the facts the quality, outcome have been treated
suggest?” and fairness of the fairly.
decision-making
process.
II. Accommodating Don’t upset “How can I help Maintaining Other person is likely
the other you feel good harmonious to take advantage.
person about this relationships should be
encounter?” My our top priority.
position isn’t so
important that it is
worth risking bad
feelings between
us.”
III. Competing Get your way “I know what’s It is better to risk You feel vindicated,
right” Don’t causing a few hard but other party feels
question my feelings than to defeated and
judgement or abandon an issue you possibly humiliated.
authority.” are committed to.
IV. Avoiding Avoid having “I’m neutral to this Disagreements are Interpersonal
to deal with issue.” Let me inherently bad problems don’t get
conflict think about it.” because they create resolved, causing
“That’s someone tension. long-term frustration
else’s problem.” manifested in many
ways.
V. Compromising Reach an “Let’s search for a Prolonged conflicts The participants
agreement solution we can alienate people from become conditioned
quickly both live with so their work and to seek expedient
we can get on our engender bitter rather than effective
work.” feelings. solutions.
 Exercise 3.2: Know your conflict management style

Purpose: To help the trainees know their primary conflict handling style and inform them about the
remedies they have to take.
35
TM/ECWC/TI/025
Material: use self assessment questions in annex 1 attached at the back pages of this training
material.
Time: 25 minutes
Procedure:
Give your genuine response to each of the above questions in the scale of 1 to 5; 1 showing
highly rarely and 5 shows highly always and the rest lies in between these extreme scenarios.
3.4 Tactics for Conflict Management

In addition to the conflict management styles, there are various specific ways or tactics which either
positively or negatively affect a conflict resolution process. The following are techniques which work
well for conflict management.
 Ask questions
Before you enter into an argument, understanding the situation and concerns of the other party is
important. People may not say what they meant to say or perhaps misstated what was intended
there for asking question helps to get clarification.
 Analyze expectations
Often, conflicts develop as a result of unmet expectations on one side. If expectations of either
party cannot be fulfilled, the conversation might not become fruitful to resolve the conflict.
Therefore, take a step back and analyze the expectations of both sides.
 Recognize differing perspectives

Keep in mind that conflict may arise due to people having different perceptions. You, or the other
person, saw things differently. This happens most frequently when one is dealing with someone
from another organization, background, or culture.
 Watch out for emotional triggers
36
TM/ECWC/TI/025
Fear of someone or somebody, loss of face, whether real or perceived, anger, and surprisingly
even excitement can all result in unintended conflict, which may cause your interaction to go
downhill. So beware of emotions.
 Focus on preventing escalation/rise

Conflict resolutions always start with one or both parties making an honest attempt at avoiding
further escalation. This recognition, even if only by one of those involved, often causes a more
objective review to occur.
 Commit to working it out

Take charge of the process by committing to reach a resolution. A powerful impact occurs when
one person makes this commitment. It can turn down the temperature immediately.
 Stay calm
Cooler heads prevail in even the most difficult conflicts. Whether you’re in a business or personal
situation, you can take control of it by keeping cool. And when you’re maintaining your calm, it
will be easier for others involved to get back to the task at hand.
37
TM/ECWC/TI/025
 Exercise 3.3 Case analysis on conflict among Managers

Purpose: To let the trainees comprehend what they have learned in this session via case
analysis.
Time: 60 minutes
Material: use the case in annex 2 attached at the back pages of this training material
Procedure:
 Trainees read the case individually,
 Trainees will form a group that consists of 4-6 members.
 Trainees share their understanding on the case in group,
 Trainees will discuss on the discussion questions.
 Trainees will make presentation on their discussion.
Discussion Questions:
1) Identify the issues of the conflict
2) Is the conflict functional or dysfunctional? Justify your position.
3) Identify sources of the conflict
4) What is the form of this conflict (intrapersonal, interpersonal, intra-organizational,
intergroup or interorganizational)? Justify your answer.
5) Show the stages of conflict in this case (Consider the latent, perceived, felt, manifest
and conflict aftermath stages)
6) Identify the conflict management styles used by the three managers and the general
manager.
7) What should have been done to resolve the conflict successfully by all the parties
involved (Ato Dinku, W/ro Hagere and Ato Samson).
Summary
The five styles to conflict management are avoiding, compromising, smoothing, competing and
collaborating. The structural approaches to conflict management are emphasizing super ordinate Goals,
reducing useless differentiation, improving communication and understanding, reducing task
interdependence, increasing resources and clarifying rules and procedures.
38
TM/ECWC/TI/025
SESSION FOUR: ALTERNATIVE DISPUTE/CONFLICT

RESOLUTION TECHNIQUES
Alternative Dispute Resolution (ADR) techniques refers to the techniques that encompasses negotiation,
mediation and arbitration that are used as a means to effectively resolve conflicts between individuals,
groups and organizations. Therefore, these techniques will be discussed in detail in this session.
Session objectives
At the end of this session, the trainees are expected to equip themselves with the following critical
concepts and skills;
 Understand about the alternative dispute resolution strategies;

 Grasp the situation under which each of the ADR techniques will be preferred;
 Understand the steps through which each of the ADR techniques goes through;
 Know about the situation that can heighten the possibility to succeed in using the ADR
techniques;
 Develop a skill to utilize the ADR techniques.
39
TM/ECWC/TI/025
 Activity 4.1: Conflict resolution through ADR
Purpose: To let the trainees share their understanding on the ADR techniques and
ultimately acquire the skills to resolve conflicts by using the techniques.
Time: 60 minutes
Procedure:
1. Discuss on the essence of the ADR techniques (Negotiation, Mediation and

Arbitration) along their differences.
2. What are the advantages of ADR over litigation?
3. Identify the situations that can facilitate and hinder conflict resolution through
negotiation, mediation and arbitration (reflect your experience if any)
4.1 Negotiation
It is a conflict resolving way through cooperation between the parties involved. It is the first and
least formal way to resolve a dispute. This means sitting down with the other party or parties and
trying to come to an agreement that satisfies everyone’s needs, or at least satisfies them in a way
that is preferable to what they could achieve without negotiating.
40
TM/ECWC/TI/025
Preparing for Negotiation:

Before entering into negotiations with the other party or parties, ask yourself:
 What are your own interests (needs, desires, concerns)?

 Which of these interests are most important to you?
 What do you think the interests of the other party/parties might be?
 What is the best solution you could achieve without negotiating?
Once you have answered these questions for yourself, try to come up with some solutions that
would satisfy as many of your own interests and those of the other party or parties as possible.
Negotiation Steps:
1. Prepare for negotiation by identifying your interests, the interests of the other parties, the
best solution you could achieve without negotiating,
2. Discuss with the other parties the details of the negotiation process, including where and
when you will meet, who will attend, and a time frame. Put these details in writing,
3. During the negotiation, separate the people from the problem itself, communicate clearly,
listen actively, and always be looking for ways to satisfy the interests of all parties,
4. Assess each proposed solution, specially the one that could become a final agreement,
carefully against your interests and the best solution you could achieve without
negotiating,
5. Make sure that a final agreement can actually be implemented by all parties. If one party
requires the approval of someone else, for example, don’t finalize the agreement until
approval has been given,
6. Put the agreement in writing and have all parties sign it.
When parties involved in conflict are not able to resolve their dispute by themselves then they may
decide to involve an impartial third party, which can take the form of mediation or arbitration.
41
TM/ECWC/TI/025
Factors influencing negotiation:

The effectiveness of negotiation in solving a conflict depends on the following factors:
1. The nature, temperament and personalities of the parties,

2. The goals and interests of the parties,
3. The extent to which the negotiating parties are interdependent,
4. The past relationship which exists between the negotiating parties,
5. Communication skills of the negotiators and
6. The time of negotiation.
Negotiator behaviors influence on negotiation
Negotiator behaviors play an important role in resolving conflict. Four of the most important behaviors
are setting goals, gathering information, communicating effectively, and making concessions.
i. Planning and setting goals: Research has consistently reported that people have more favorable
negotiation results when they plan and set goals. In particular, negotiators should carefully think
through their initial offer, target, and resistance points. They need to check their underlying
assumptions, as well as goals and value. Equally important is the need to research what the other
party wants from the negotiation.
ii. Gathering information: “Seek to understand before you seek to be understood.” This
popular philosophy from management Guru Stephen Covey applies to effective negotiations.
It means that we should spend more time listening closely to the other party and asking them
for details of their position. One way to improve the information-gathering process is to have
a team of people participate in negotiations. With more information about the opponent’s
interests and needs, negotiators are better able to discover low-cost concessions or proposals
that will satisfy the other side.
iii. Communicating effectively: Effective negotiators communicate in a way that maintains

effective relationship between the parties. Specifically, they minimize socio emotional
conflict by focusing on issues rather than people. Effective negotiators also avoid irritating
statements such as “I think you’ll agree that this is a generous offer.” Effective negotiators
42
TM/ECWC/TI/025
are masters of persuasive communication. In particular, negotiators structure the content of

their message so that their goals are accepted by others, not merely understood.
iv. Making concessions/special considerations: Concessions are important because they (1)
enable the parties to move toward the area of potential agreement, (2) symbolize each party’s
motivation to bargain in good faith, and (3) tell the other party of the relative importance of
the negotiating items. How many concessions should you make? The answer varies with the
other party’s expectations and the level of trust between you. Being too tough can undermine
relations between the parties; giving too many concessions implies weakness and encourages
the other party to use power and resistance.
 Activity 4.2 Role play: Conflict resolution through negotiation

Purpose: to let the trainees develop their skill of solving conflicts through negotiation.
Time: 25 minutes
Procedure:
 Pick two trainees,
 Make the selected trainees appropriately sense the issue of conflict,
 Engage them on negotiating to resolve the conflict between them,
 Let the rest of the trainees to comment on the effectiveness of the negotiation.
 Wrap-up the role play by giving key notes.
Conflicting issue:
 Two middle level managers in a given organization are in conflict because they are
trying to dominate on another and to get praised by the top level manager
(competition for supremacy).
43

TM/ECWC/TI/025
4.2 Mediation
Mediation is an increasingly popular dispute resolution process in which the parties agree to meet
with a mediator who can help them settle the matter. A mediator helps the parties to reach a
settlement, but does not have any decision-making power. The mediation can take place in a private,
informal setting. The dispute is settled only if all of the parties agree to the settlement.
Mediation Steps:
1. If you want to resolve conflict through mediation, approach the other parties to see if they
are interested. You may need to give them some information on mediation before they
will agree.
2. If everyone agrees to mediate, find a mutually acceptable mediator.
3. Prepare for mediation by gathering all relevant data.
4. Before the mediation begins, all parties and the mediator make and sign an agreement to
mediate, which sets out the rules and procedures to be followed during the mediation.
5. Both parties should brief the mediator about their needs, what the parties agree about and
what they disagree about and efforts already done too try to settle the dispute.
6. The mediation process continues until all of the issues are resolved, or until some or no
issues are resolved and the mediator feels that it will not be productive to continue.
7. If some or all of the issues in dispute are settled, formalize them in either a written and
signed agreement. If some or all of the issues in dispute are not settled, the parties can try
to settle the remaining issues using, arbitration.
44
TM/ECWC/TI/025
 Activity 4.3 Story telling: Mediation cultures
Purpose: To let the trainees share the story of mediation culture in their community so that
they can accumulate a lesson on how conflicts can get best mediated.
Time: 30 minutes
Procedure:
 Trainees discuss on the discussion questions.
Discussion question:
 Tell the story of the mediation culture in your community/area and reflect on how you
can use it in resolving any workplace disputes.
4.3 Arbitration
Arbitration is a process in which a neutral and independent third party hears evidence and
arguments from the parties involved in a conflict and settle the dispute by making a binding
decision.
Arbitration is a more formal dispute resolution process than mediation. While mediators have no
decision making power and assist parties in negotiating a mutually acceptable settlement of the
issues in dispute, arbitrators are judges who make decisions based on the legal right of the parties.
Unlike mediation, which focus on interest; arbitration focus on rights that is concerned with
establishing the legal rights of the parties.
Arbitration Steps:
45
TM/ECWC/TI/025
1. Parties propose arbitrator,

2. The arbitrator may call a preliminary meeting to decide on the details of the arbitration process,
3. The parties and the arbitrator should sign an agreement setting out the various details, including
the provision of security for costs of the arbitration,
4. At the arbitration hearing(s), the arbitrator hears the evidence and arguments of each of the
parties,
5. The arbitrator issues a final and binding decision, usually in writing,
6. Any affected party may apply to the High Court for an order enforcing the decision.
4.4 Comparison of Negotiation, Mediation and Arbitration

Options Advantages Disadvantages
Negotiation and  Parties have control over the process and  Dependent on the
the outcome, cooperation of all parties,
Mediation
 Parties can make settlements that might  Agreements are not
not be possible in a court. binding unless parties
take steps to make them
so.
Arbitration  Can be less expensive,  Decisions usually cannot
 Parties have control over the process, be appealed.
 Not dependent on the cooperation of the
parties,
 Decisions are usually binding.
46
TM/ECWC/TI/025
Summary
The Alternative dispute resolution mechanisms are; Negotiation, Mediation and Arbitration. The
steps through which each of these ADR techniques pass is different and there are factors that
increase or decrease the possibility of resolving conflict through these techniques.
 Activity 4.4 Writing a letter to resolve conflict

Purpose: To let the trainees comprehend what they have learned through the training.
Time: 60 minutes
Procedure:
 Trainees will write the letter individually,
 Trainees share their letters in group,
 Trainees will choose the best letter to be presented to the class.
 The selected trainee form each group will make the presentation.
Discussion question:
 Think of a person with whom you are in conflict now or with whom you have had a
recent conflict. Write a letter to this person that has a power to resolve the conflict
among you. Apply the approaches you have learned from this training to accomplish
your objective. Be sure to address whether the conflict is functional or dysfunctional,
what caused the conflict, the stages of conflict through which you have went, what
aggravated the conflict among you, what conflict management styles each of you have
47
used and emphasize on negotiation points.
TM/ECWC/TI/025
 Activity 4.5 Case analysis of conflict between team members
Purpose: To let the trainees comprehend what they have learned in this training via case
analysis.
Time: 60 minutes
Material: use the case presented in annex 3 (Attached at the back pages of this training
material)
Procedure:
 Trainees read the case individually,
 Trainees share their understanding on the case in group,
 Trainees will discuss on the discussion questions.
Discussion Questions
 What caused the conflict?

 Is the conflict functional or dysfunctional? Justify your position.
 Identify causes of the conflict.
 What is the form of this conflict (intrapersonal, interpersonal, intraorganizational,
intergroup or interorganizational)? Justify your answer.
 Show the stages of conflict in this case (Consider the latent, perceived, felt,
manifest and conflict aftermath stages), in the way you think applicable.
 What kind of conflict management style do Almaz and Alemayhu used?
 What would you have done to solve the conflict if you were in Alemayhu’s
position?
 What would you have done to solve the conflict if you were in Almaz’s position?
 What do you think is the appropriate way to deal with this conflict? How will you
handle the conflict and why?

48
TM/ECWC/TI/025
Annexes
49
TM/ECWC/TI/025
Annex 1: Conflict Management Style Self Assessment Questions
Rarely Always
No. Conflict handling tactics 1 2 3 4 5
1. I argue my case with my co-workers to show the merits of my position.
2. I negotiate with my co-workers so that a compromise can be reached.
3. I try to satisfy the expectations of my co-workers.
4. I try to investigate an issue with my co-workers to find a solution

acceptable to us.
5. I am firm in pursuing my side of the issue.
6. I attempt to avoid being “put on the spot” and try to keep my conflict
with my co-workers to myself.
7. I hold on to my solution to a problem.
8. I use “give and take” so that a compromise can be made.
9. I exchange accurate information with my co-workers to solve a problem

together.
10. I avoid open discussion of my differences with my co-workers.
11. I accommodate the wishes of my co-workers.
12. I try to bring all our concerns out in the open so that the issues can be
resolved in the best possible way.
13. I propose a middle ground for breaking deadlocks.
14. I go along with the suggestions of my co-workers.
50
TM/ECWC/TI/025
15. I try to keep my disagreements with my co-workers to myself in order to

avoid hard feelings.
Source: Adopted from (Kreitner & Kinicki, 2001)
Scoring and interpretation
Enter your responses, item by item, in the five categories below, and then add the three scores for
each of the styles.
Note: There is no right or wrong answer, because individual differences are involved.
Collaborating Accommodating Competing
Item Score Item Score Item Score
4. ______ 3. _____ 1. _____
9. ______ 11. _____ 5. _____
12. ______ 14. _____ 7. _____
Total = ______ Total = ______ Total = ______
Avoiding Compromising
Item Score Item Score
6. _____ 2. _____
10. _____ 8. _____
15. _____ 13. _____
Total = _____ Total = _____
51
TM/ECWC/TI/025
Annex 2 – Case on Conflict among Managers

Edget Consult is an enterprise which is engaged in giving training, consultancy and research services to
organizations from the public, private and non-governmental not-for-profit sectors. In the year 2005
the firm redesigned its structure and reduced the former five line departments of the firm to three Core
processes, called Research, Training, and Consultancy units. And three directors, namely Ato Denku,
Wro Hagere & Ato Samson are assigned to manage the Research, Training & Consultancy units
respectively.
Since the restructuring, all consultants of the institute who formerly were under the direct supervisions
of their respective five departments became accountable for three directors at a time. The directors
were also given the responsibility and authority to plan, allocate, use and evaluate the human resource
jointly. This imposed a huge pressure on the consultants, the directors and the general manager (GM) of
the enterprise as well. Consultants started complaining about the new shift which forced them to report
to three bosses at a time. Besides, overwhelmed by the goals of their respective units and without
considering the interest of their counterparts, the three directors started competing for consultants.
Consequently, conflict was started.
In different occasions, the directors verbally attacked each other and the conflict became noticeable by
other members of the enterprise. For instance, in different meetings of the firm, Ato Denku, the director
of the research unit, declared the significance of his respective unit above the others while W/ro
Hagere, the director of the training unit responded claiming that the survival of the other units depends
on existence of her unit. In this process, none of them attempted to appropriately communicate their
respective issues to resolve the conflict. Ato Samson preferred to keep silent regardless of the fact that
the management is pressuring his unit to assign consultants on national and huge consultancy projects
in the country. At some point, W/ro Hagere tried to bring the issues to the attention of the GM and by
blaming the other directors for their unwillingness to cooperate. Ato Denku kept on degrading the
contributions of the other units by forecasting the unlucky fate of the enterprise without his unit.
Because of the conflict, the directors failed to properly utilized and appraise the human resource and
fulfill their duties as expected by the GM and the Board of Directors of the enterprise. Consequently, the
GM called the directors for a meeting as his first attempt to mediate the conflict. Afterward, he let the
52
TM/ECWC/TI/025
directors to discuss on the issues and they agreed to coordinate, turn by turn, the human resource on a
monthly basis. However, this didn’t bring an enduring solution rather the conflict escalated and became
the major reason for the institute to readjust its structure in 2006.
None of the parties were benefited out of this conflict. The personal relationship of the directors was
adversely affected and each of them was experiencing a lot of frustrations and anger in the process.
Besides, the conflict created a pressure on the GM that diverted his attention from other strategic issues
of critical relevancy to the prosperity of the enterprise. This in turn forced the enterprise to incur extra
huge cost in using excessive external trainers and re-designing its structure.
Annex 3 Case on Conflict between Team Members

Almaz and Alemayhu have been working alongside one another for many years in a given governmental
organization. Alemayhu and Almaz have been close friends and professional work colleagues for many
years. As their immediate manager leaves the organization, Alemayhu is promoted, but still shares an
office with the team, of which he used to be a member. Tensions arise when Alemayhu decides to
introduce a new policy, which makes little sense to the rest of the team and is likely to increase their
already heavy workload.
Working in the organization for the longest period of time, Almaz thinks that she has seen what
initiatives worked well and what tended to cause problems. She was convinced that the new policy
would fail, as well as increasing everybody’s individual workload. It was clear that the policy was set by
senior management, but Almaz felt that Alemayhu could have demonstrated a firmer opposition to the
proposal, as he also believes it would make everybody’s working day more difficult.
Almaz believes that as a person Alemayhu lacks confidence and has overcompensated for this by
becoming overly strict with a couple of the team members, in an attempt to demonstrate that he is the
boss. Aside to this Almaz, also believes that the team meetings are a waste of time, as Alemayhu takes a
while to get started and becomes distracted easily. This just adds to the mounting frustrations of the
team.
53
TM/ECWC/TI/025
Having not done particularly well at school, Alemayhu has found a job that he really enjoys and suits
him. Surprised by the promotion that he receives, it boosted his confidence and he was looking forward
to managing the colleagues that he previously worked with.
But Alemayhu sees a split in the team dynamic. Half of the team continues to treat him as their friend in
the same way as they did before the promotion, which made it difficult for him to challenge them
regarding the standard of work they are producing. The other half of the team distances themselves
from Alemayhu, and he gets the impression that they degrade his performance by saying negative things
about him in secret. Almaz becomes more difficult to work with, and Alemayhu thinks she is annoyed
that she was not offered the promotion, as she is slightly more experienced and is a longer serving
member of the company. Almaz seems to want to sabotage Alemayhu’s attempts to become a
successful manager, as she makes small remarks during team meetings, which undermines his authority.
Since Almaz has a great deal of respect and seen as senior expert in her area of field, her remarks has
influence on most of the team members. Consequently, Alemayehu and Almaz felt in to a conflict which
is obvious to the rest of the team members. The conflict has started to affect the working environment
and the team spirit of individuals negatively. Therefore if the conflict is not handled soon it is going to
affect the effectiveness of the team and it’s going to reflect badly to the team leader.
54
TM/ECWC/TI/025
Annex 4 - Thomas-Kilmann Conflict Mode Questionnaire

Consider situations in which you find your wishes differing from those of another person. How do you
usually respond to such situations?
On the following pages are several pairs of statements describing possible behavioral responses. For
each pair, please circle the "A" or "B" statement which is most characteristic of your own behavior. In
many cases, neither the "A" nor the "B" statement may be very typical of your behavior, but please
select the response which you would be more likely to use.
When done answering, transfer your answers to the scoring sheet on the last page, and sum YOUR
CIRCLED RESPONSES on each of the columns.
1. A. There are times when I let others take responsibility for solving the problem.
B. Rather than negotiate the things on which we disagree, I try to stress those things up on which we
both agree.
2. A. I try to find a compromise solution.
B. I attempt to deal with all of another's and my concerns.
3. A. I am usually firm in pursuing my goals.
B. I might try to soothe the other's feelings and preserve our relationship.
4. A. I try to find a compromise solution.
B. I sometimes sacrifice my own wishes for the wishes of the other person.
5. A. I consistently seek the other's help in working out a solution.
B. I try to do what is necessary to avoid useless tensions.
6. A. I try to avoid creating unpleasantness for myself.
B. I try to win my position.
7. A. I try to postpone the issue until I have had some time to think about it.
55
TM/ECWC/TI/025
B. I give up some points in exchange for others.
B. I attempt to get all concerns and issues immediately out in the open.
9. A. I feel that differences are not always worrying about.
B. I make some effort to get my way.
10. A. I am firm in pursuing my goals.
B. I try to find a compromise solution.
11. A. I attempt to get all concerns and issues immediately out in the open.
B. I might try to soothe the other's feelings and preserve our relationship.
12. A. I sometimes avoid taking positions which would create controversy.
B. I will let others have some of their positions if they let me have some of mine.
13. A. I propose middle ground.
B. I press to get my points made.
14. A. I tell another my ideas and ask them for theirs.
B. I try to show him the logic and benefits of my position.
15. A. I might try to soothe the other's feelings and preserve our relationship.
B. I try to do what is necessary to avoid tension.
16. A. I try not to hurt the other's feelings.
B. I try to convince the other person of the merits of my position.
B. I try to do what is necessary to avoid useless tensions.
56
TM/ECWC/TI/025
18. A. If it makes the other person happy, I might let them maintain their views.
B. I will let the other person have some of their positions if they let me have some of mine.
19. A. I try to get all concerns and issues immediately out in the open.
B. I try to postpone the issue until I have had some time to think it over.
20. A. I attempt to immediately work through our differences.
B. I try to find a fair combination of gains and losses for both of us.
21. A. In approaching negotiations, I try to be considerate of the other person's feelings.
B. I always lean toward a direct discussion of the problem.
22. A. I try to find a position that is intermediate between mine and another person's.
B. I assert my wishes.
23. A. I am often concerned with satisfying all my wishes.
B. There are times when I let others take responsibility for solving problems.
24. A. If the other's position seems important to them, I would try to meet their wishes.
B. I try to get the other person to settle for a compromise.
25. A. I try to show the other person the logic and benefits of my position.
B. In approaching negotiations, I try to be considerate of the other person's wishes.
26. A. I propose a middle ground.
B. I am nearly always concerned with satisfying all my wishes.
27. A. I sometimes avoid taking positions that would create controversy.
B. If it makes the other person happy, I might let them maintain their views.
57
TM/ECWC/TI/025
B. I feel that differences are not always worth worrying about.
29. A. I propose middle ground.
B. I feel that differences are not always worth worrying about.
30. A. I try not to hurt the other person's feelings.
B. I always share the problem with the other person so that we can work it out.
SCORING THE THOMAS-KILMANN CONFLICT MODE QUESTIONNAIRE
S. No. Competing Collaborating Compromising Avoiding Accommodating

(Forcing) (Problem (Sharing) (Withdrawal) (Smoothing)
solving)
1 A B
2 B A
3 A B
4 A B
5 A B A
6 B A
7 B A
8 A B
9 B A
10 A B
11 A B
12 B A
13 B A
14 B A
15 B A
16 B A
58
TM/ECWC/TI/025
17 A B
18 B A
19 A B
20 A B
21 B A
22 B A
23 A B
24 B A
25 A B
26 B A
27 A B
28 A B
29 A B
30 B A
Total No.
of letters
circled
Annex - 5 ፡ ቶማስ ኪልማን የግጭት አፈታት ዘይቤን መሇያ ቅፅ

በኬነዝ ቶማስና ራልፍ ኪልማን የተዘጋጀ
መመሪያ
የእርስዎ ፍላጎት ከሌሎች ፍላጎት የተሇየ የሆነበት ሁኔታ ሲያጋጥሞ በአብዛኛው
ምን ዓይነት ምላሽ መስጠት ይቀናዎታል?
59
TM/ECWC/TI/025
ይህን ሇመመሇስ በቀጣይ ገጾች ላይ የቀረቡ አማራጭ ሀሳቦች “ሀ” ወይም “ሇ”
በሚል የተቀመጡ ሲሆን ይበልጥ እኔን ይገልፀኛል የሚለትን ይምረጡ፡፡
በአብዛኛው “ሀ”ም ላይ ሆነ “ሇ” ላይ የተገሇፀው ሀሳብ ሙለ በሙለ ላይገልፅዎ

ይችላል ነገር ግን በተሻሇ ይገልፀኛል የሚለትን ከሁሇቱ ይምረጡ፡፡
1. ሀ ሌሎች ሰዎች ችግሮችን የመፍታት ኃላፊነት እንዱወስደ

የምፈቅዲባቸው ጊዜዎች አለ፡፡
ሇ በሚሇያዩን ነገሮች ላይ ከመዯራዯር ይልቅ ሁሇታችንን ባስማማን

ነገሮች ላይ ይበልጥ ትኩረት አዯርጋሇሁ፡፡
2. ሀ ሇሁሇታችንም ተቀባይነት ያሇው ሁኔታ ሇመፍጠር ጥረት አዯርጋሇሁ፡፡
ሇ የኔንም ሆነ የሌላኛውን ፍላጎት ሙለ በሙለ ሇማሟላት ጥረት

አዯርጋሇሁ፡፡
3. ሀ የያዝኩትን ዓላማ ሇማሳካት በአብዛኛው ጠንከር ያሇ አቋም እይዛሇሁ፡፡
ሇ የሌላኛውን ስሜት ሇመጠበቅና ግንኙነታችን እንዲይበላሽ ሇማድረግ

ጥረት አዯርጋሇሁ፡፡
4. ሀ ሇሁሇታችንም ተቀባይነት ያሇው ሁኔታ ሇመፍጠር ጥረት አዯርጋሇሁ፡፡
ሇ አንዲንድ ጊዜ የራሴን ፍላጎት ሇሌሎች ፍላጎት መሳካት ስል መስዋዕት

5. ሀ ሁልጊዜም ሇችግሮች መፍትሄ ሇመፈሇግ የሌሎችን ድጋፍ
60
TM/ECWC/TI/025
እፈልጋሇሁ፡፡
ሇ ከአላስፈላጊ ውጥረቶች ሇመሸሽ አስፈላጊ ነው ብዬ የማስበውን ሁለ

6. ሀ ምቾቴን ከሚቀንሱና ዯስታዬን ከሚያበላሹብኝ ነገሮች እራሴን

ሇማግሇል/ሇማሸሽ ጥረት አዯርጋሇሁ፡፡
ሇ ሀሳቤ ተቀባይነት እንዱያገኝና እንዱያሸንፍ እጥራሇሁ፡፡
7. ሀ በጉዲዩ ላይ በቂ ጊዜ ወስጄ እስከ ማስብ ድረስ ጉዲዩን ሇማዘግየት

እጥራሇሁ፡፡
ሇ ከሌሎች የተወሰነ ነገር ሇማግኘት የተወሰነ ነገር በራሴ በኩል

እተዋሇሁ፡፡
ሇ በኔም ሆነ በሌላው አካል ዘንድ ያለ ስጋቶችና ጉዲዮች ግልፅ እንዱሆኑ

ወዱያውኑ ጥረት አዯርጋሇሁ፡፡
9. ሀ ሁለም ልዩነቶች ልንጨነቅባቸው የሚገቡ ናቸው ብዬ አላስብም፡፡
ሇ ፍላጎቴን ሇማሳካት የተወሰነ ጥረት አዯርጋሇሁ፡፡
ሇ ሇሁሇታችንም ተቀባይነት ያሇው ሁኔታ ሇመፍጠር ጥረት አዯርጋሇሁ፡፡
11. ሀ በኔም ሆነ በሌላው አካል ዘንድ ያለ ስጋቶችና ጉዲዮች ግልፅ እንዱሆኑ
61
TM/ECWC/TI/025
ሇ የሌላኛውን ስሜት ሇመጠበቅና ግንኙነታችን እንዲይበላሽ ሇማድረግ

12. ሀ አንዲንድ ጊዜ ወዯ ፀብ/አሇመግባባት የሚወስደ አቋሞችን ከመውሰድ

እቆጠባሇሁ፡፡
ሇ ከፍላጎቴ የተወሰነው እንዲሳካ ከፈቀዯልኝ/ከተቀበሇኝ እሱም ከፍላጎቱ

የተወሰነው እንዱሳካሇት አዯርጋሇሁ፡፡
13. ሀ ሁሇታችንንም ግማሽ መንገድ ላይ የሚያገናኘንን ሀሳብ አቀርባሇሁ
ሇ ሀሳቤ ተቀባይነት እንዱያገኝ የምችሇውን ሁለ አዯርጋሇሁ፡፡
14. ሀ ሀሳቤን ገልጬ ሀሳቡን እንዱገልጥልኝ እጠይቀዋሇሁ፡፡
ሇ የሀሳቤን/አቋሜን ምክንያታዊነትና ጠቀሜታ ሇማሳየት ጥረት

15. ሀ የሌላኛውን ስሜት ሇመጠበቅና ግንኙነታችን እንዲይበላሽ ሇማድረግ

ሇ ከውጥረት እራሴን ሇማሸሽ የምችሇውን ሁለ ሇማድረግ ጥረት

16. ሀ የሌላውን ስሜት ላሇመጉዲት ጥረት አዯርጋሇሁ፡፡
ሇ የሀሳቤን/የአቋሜን ጠቀሜታ በማሳየት ሌላኛውን ሰው ሇማሳመን
62
TM/ECWC/TI/025

18. ሀ ሌላኛውን አካል የሚያስዯስት ሆኖ ካገኘሁት ሀሳቡን ይዞ እንዱቀጥል

እፈቅድሇታሇሁ፡፡

19. ሀ በኔም ሆነ በሌላው አካል ዘንድ ያለ ስጋቶችና ጉዲዮች ግልፅ እንዱሆኑ

ሇ በጉዲዩ ላይ በቂ ጊዜ ወስጄ እስከ ማስብ ድረስ ጉዲዩን ሇማዘግየት

20. ሀ ልዩነቶች ሲያጋጥሙ ወዱያውኑ ልዩነቶቹን አቻችሎ/ፈትቶ ሇመሄድ

ሇ እኔም ሆነ ሌላው አካል በሂዯቱ አላግባብ ተጠቃሚም ሆነ ተጎጂ

እንዲንሆን እጥራሇሁ፡፡
21. ሀ በመዯራዯር ሂዯት ውስጥ የሌላኛውን አካል ፍላጎት ከግምት ውስጥ

ሇማስገባት እጥራሇሁ፡፡
ሇ ሁልጊዜም ጉዲዩ/ችግሩ ላይ በቀጥታ ውይይት ወዯ ማድረግ
63
TM/ECWC/TI/025
አዘነብላሇሁ፡፡
22. ሀ በእኔና በሌላኛው አካል መካከል ያሇ አስታራቂ ሀሳብ ሇመፈሇግ

ሇ ሇፍላጎቶቼ አጽንኦት እሰጣሇሁ፡፡
23. ሀ በአብዛኛው የሁላችንም ፍላጎት ማሟላት ያሳስበኛል፡፡
ሇ ሌሎች ሰዎች ችግሮችን የመፍታት ሃላፊነት እንዱወስደ

የምፈቅዲባቸው ጊዜዎች አለ፡፡
24. ሀ የሌላኛው ፍላጎት ሇሱ የበሇጠ ዋጋ ያሇው ሆኖ ከተሰማኝ ፍላጎቱን

ሇማሳካት እጥራሇሁ፡፡
ሇ ሌላኛው አካል ሇሁሇታችንም ተቀባይነት ያሇው ሁኔታ ሇመፍጠር

እንዱስማማ ጥረት አዯርጋሇሁ፡፡
25. ሀ የሀሳቤን/አቋሜን ምክንያታዊነትና ጠቀሜታ ሇማሳየት ጥረት

ሇ በመዯራዯር ሂዯት ውስጥ የሌላኛውን አካል ፍላጎት ከግምት ውስጥ

ሇማስገባት እጥራሇሁ፡፡
26. ሀ ሁሇታችንንም ግማሽ መንገድ ላይ የሚያገናኘንን ሀሳብ አቀርባሇሁ፡፡
ሇ በአብዛኛው የሁላችንንም ፍላጎት ሇማሟላት እጥራሇሁ፡፡
27. ሀ አንዲንድ ጊዜ ወዯ ፀብ/አሇመግባባት የሚወስደ አቋሞችን ከመውሰድ
64
TM/ECWC/TI/025
እቆጠባሇሁ፡፡
ሇ ሌላኛውን አካል የሚያስዯስት ሆኖ ካገኘሁት ሀሳቡን ይዞ እንዱቀጥል

እፈቅድሇታሇሁ፡፡
ሇ በአብዛኛው መፍትሄዎችን ሇማፈላሇግ የሌሎችን ድጋፍ እጠይቃሇሁ፡፡
29. ሀ ሁሇታችንንም ግማሽ መንገድ ላይ የሚያገናኘንን ሀሳብ አቀርባሇሁ፡፡
ሇ ሁለም ልዩነቶች ልንጨነቅባቸው የሚገቡ ናቸው ብዬ አላስብም፡፡
30. ሀ የሌላውን ስሜት ላሇመጉዲት ጥረት አዯርጋሇሁ፡፡
ሇ ሁልጊዜ ችግሮች ሲያጋጥሙ በጋራ መፍትሄ መፈሇግ ይቻል ዘንድ

ችግሩን ሇሌላኛው አካል አካፍላሇሁ፡፡
65
TM/ECWC/TI/025
ውጤት
መጠይቁን ሲመልሱ ያከበባቸውን ፊዯላት በድጋሚ ከዚህ በታች በቀረበው
ሠንጠረዥ ላይ ያክብቡ በመቀጠልም በያንዲንደ ዘይቤ ስር ምን ያህል ፊዯሎችን
እንዲከበቡ በመቁጠር ድምሩን ከስር ያስቀምጡ፡፡
መፎካከር መዯጋገፍ ሰጥቶ መሸሽ ሆዯ ሰፊነት

መቀበል
1. ሀ ሇ
2. ሇ ሀ
3. ሀ ሇ
4. ሀ ሇ
5. ሀ ሇ
6. ሇ ሀ
7. ሇ ሀ
8. ሀ ሇ
9. ሇ ሀ
10. ሀ ሇ
11. ሀ ሇ
12. ሇ ሀ
13. ሇ ሀ
14. ሇ ሀ
15. ሇ ሀ
16. ሇ ሀ
17. ሀ ሇ
18. ሇ ሀ
66
TM/ECWC/TI/025
19. ሀ ሇ
20. ሀ ሇ
21. ሇ ሀ
22. ሇ ሀ
23. ሀ ሇ
24. ሇ ሀ
25. ሀ ሇ
26. ሇ ሀ
27. ሀ ሇ
28. ሀ ሇ
29. ሀ ሇ
30. ሇ ሀ
ድምር
Annex 6: Pre and Post Training Evaluation Checklist
Purpose
The purpose of this check list is to enable you to see the contribution of the training in improving the
skill, knowledge and attitude that you have on the area of managing conflict in an organization.
Instruction
 Please indicate your position to the following questions in a 5 point Likert scale (1
represents very low, 2 represents low, 3 represents medium, 4 represents high and 5
represents very high).
 Put X mark in the box that represents your status (position).
67
TM/ECWC/TI/025
Checklist
No. Checklists 1 2 3 4 5
1 Your level of understanding on the meaning and essence of conflict
2 Your understanding on the outcomes of conflict in an organization
3 Your knowledge level on the forms of conflict
4 Your knowledge level on the stages of conflict
5 Your level of understanding of the causes of conflict
6 Your knowledge level on the conflict management styles
7 Your familiarity with your conflict management style
8 Your understanding level on alternative Dispute Resolution (ADR)

techniques
9 Your skill level in using negotiation, mediation and arbitration to

resolve conflicts
Total (Summation of points you marked for each question)
Mean value (Total / 9)
 REFERENCES
Callahan, D. F., Fleenor, J. P., & Knodson, H., R. (1986). Understanding organizational behavior-
management view point. charles. USA : E. Merrill pub.
Dannis, W. O., & Hammer, W. C. (1989). Organizational behavior. USA: Business publication.
David, J. (1989). Organizational behavior. USA: Ellyn and Bacon.
Davis, K. M., & & Newton A. C. (1990). Human behavior at work, organizational behavior. USA: McGraw-
Hill.
68
TM/ECWC/TI/025
Debra, L. N., &, James, C. Q. (1997). Organizational behavior. USA: West P.L.C.
Fred, L. (1993). Organizational behavior. USA: McGraw-Hill.
Ivancievich, J. (2008). Organizational behavior and management. 8thed., New York: McGraw-Hill.
Jits, C. H. (1995). Organizational behavior. New Delhi: Vikas Pub.
Judith, R. (1989). Organizational behavior. 2nd ed., USA: Allyn and Bacon.
Kenneth, W. T., & Ralph, H. K. (1974). Thomas-Kilman conflict mode instrument. USA: Consulting
Psychologists Press.
Kreitner, R. H., & Kinicki, A. F. (2001). Organizational behavior. 5th ed., New York: MacGraw-Hill.
Martha, B. L. (1999) Organizational behavior. USA,: prentice hall.
Nelson, D. K., & Quick, J. M. (2005). Understanding organizational behavior. 2nd ed., Australia: Thomson
South-Western.
Pondy, F. M., (2001). Organizational behavior. USA: McGraw-Hill.
Randolph, L. P., & Blackburn R. F. (1989). Managing organizational behavior. USA: Richard D.Irwin.
Rashid, G. T., & Archer L. R. (1963). Organizational behavior. Canada: Methuen Publication.
Richard, R. (1996). Organizational behavior. Great Britain: Macmillan press.
Robert, A. B., & Jerald, G. F. (1990). Behavior in organizations – understanding & managing the human
side of work. 3rd ed., USA: Allyn & Bacon.
Shay, K. N., & Margaret, M. C. (2010). Managing conflict in the workplace. 4th ed., United Kingdom: How
to books.
Stephen, R. K. (1996). Organizational behavior. 7th ed., USA: prentice hall.
Steven, L. M., & Mary, A. G. (2003). Organizational behavior. 2nd ed., USA: McGraw-Hill higher Education.
Stuart, M. K., & Richard, R. R. (1998). Understanding organizational behavior. USA፡ Wadstwortrh.
69

Managing Conflict Module

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Managing Conflict Module

Uploaded by

Copyright:

Available Formats

Training Module on:

Prepared by: CPDi

1.2 Views / Perspectives of conflict ....................................................................................... 9

1.2.1 The Traditional View.............................................................................................. 10

1.2.2 The Human Relations View ................................................................................... 10

1.2.3 The Interactions View ............................................................................................ 11

1.3 Types of Conflict ........................................................................................................... 11

1.3.1 Functional Conflict ............................................................................................... 11

1.3.2 Dysfunctional Conflict .......................................................................................... 12

1.3.3 Level of Organizational Conflict and Its Outcomes ............................................. 14

1.4 Forms of Conflict ........................................................................................................... 16

1.4.1 Intrapersonal Conflict ........................................................................................... 16

1.4.2 Interpersonal Conflict ........................................................................................... 16

1.4.3 Intergroup Conflict................................................................................................ 16

1.4.4 Intra group Conflict ................................................................................................ 16

1.4.5 Inter organizational Conflict ................................................................................... 17

1.5 Stages of Conflict .......................................................................................................... 17

SESSION TWO: CAUSES OF CONFLICT .......................................................................... 22

2.2 Personal Causes to Conflict (Personal Factors) ............................................................ 24

SESSION THREE: CONFLICT MANAGEMENT APPROACHES .................................... 27

3.2 Appropriate Situations to Use Conflict Management Styles ........................................ 32

3.3 Conflict-Handling Styles ............................................................................................... 34

3.4 Tactics for Conflict Management .................................................................................. 36

SESSION FOUR: ALTERNATIVE DISPUTE/CONFLICT RESOLUTION (ADR)

4.2 Mediation ....................................................................................................................... 44

4.3 Arbitration ...................................................................................................................... 45

4.4 Comparison of Negotiation, Mediation and Arbitration ............................................... 46

GTP Growth and Transformation Plan

HIV/AIDS Human Immunodeficiency Virus /Acquired Immune

MLM Middle Level/Line Management

TKI Thomas-Kilmann conflict Mode Instrument

At the end of the training participants will be able to:

 Clarify the basic essence of conflict;

The target groups of this training are;

The total duration of the training is 3 days

Symbols/Icons Used in this Training Manual

Important notes Important notes to keep in mind

 Exercises/Activities Group or individual exercises/activities which

Definitions Definition of key words in each topic will be

 Examples Examples relevant to the topic are provided

 Summary Important learning points from each topic

 References Sources of information used in the training

SESSION ONE: BASICS OF CONFLICT

 Exercise 1.1: Discussion on basic essence of conflict

 Form groups that consist of 4-6 members.

 Trainees discuss on the discussion questions.

 Trainees will make presentation on their discussion.

 The facilitator will give a summary.

 Can we prevent conflict from happening8at all? Why or why not?

 Is conflict always negative? Justify your answer.

1.1 Definition of Conflict

1.2 Views / Perspectives of Conflict

1.2.1 The Traditional View

1.2.2 The Human Relations View

1.2.3 The Interactions View

1.3 Types of Conflict

1.3.1 Functional Conflict

1.3.2 Dysfunctional Conflict

Activity 1.2: Differentiating functional and dysfunctional conflicts

 Form groups that consist of 4-6 members.

1.3.3 Level of Organizational Conflict and Its Outcomes

Figure 1: Relationship between intergroup conflict and organizational performance

1.4 Forms of Conflict