Conflict

“Conflict”
A process that begins when one party perceives that
another party has negatively affected, or is about to
negatively affect, something that the first party
cares about.
Functional Conflict
Conflict that supports the
goals of the group and
improves its
performance.

Dysfunctional Conflict
Conflict that hinders group
performance.
Types of Conflict:
1. Task Conflict:- On the goal of the work.
2. Relationship Conflict:- On Interpersonal relationships.
3. Process Conflict:- How works get done.
Stage I: Potential Opposition or
Incompatibility
Semantic difficulties
Misunderstandings
Differing individual value systems
Personality types
Stage II: Cognition and
Personalization
Perceived Conflict Felt Conflict
Awareness by one or Emotional involvement
more parties of the in a conflict creating
existence of conditions anxiety, tenseness,
that create opportunities frustration, or hostility.
for conflict to arise.
Stage III: Intentions
Intentions: Decisions to act in a given way.

A desire to satisfy one’s interests, regardless of

the impact on the other party to the conflict.
Ways of addressing conflict
 Accommodation – surrender one's own needs and wishes to
accommodate the other party.
 Avoidance – avoid or postpone conflict by ignoring it,
changing the subject, etc..
 Collaboration – work together to find a mutually beneficial
solution.
 Compromise – find a middle ground in which each party is
partially satisfied.
 Competition – assert one's viewpoint at the potential expense
of another. It can be useful when achieving one's objectives
outweighs one's concern for the relationship.
Stage IV: Behavior

Conflict Management
The use of resolution and stimulation techniques
to achieve the desired level of conflict.
Stage V: Outcomes
Functional:
1. Improved quality of decisions
2. Stimulation of creativity and innovation
3. Provision of a medium for problem-solving
4. Creation of an environment for self-evaluation
and change
Dysfunctional:
1. Reduced group effectiveness
2. Retarded communication
Conflict Management Techniques
 Problem solving  Communication
 Super ordinate goals  Bringing in outsiders
 Expansion of resources  Restructuring the
 Smoothing organization
 Altering the human  Appointing a devil’s
variable advocate
 Altering the structural
variables
 Conflict arises when one
party is against thought of
the other.
 Not always negative.
 It can improve quality of
decision.
 It can be in any field of life
whether social or
professional.