CONFLICT MANAGEMENT

Team :
Amit Choudhary – FT11406
Anand Narayanan – FT11407
Anshul Saxena – FT11408
Apurva Sandilya – FT11409
Archith Goverdhan – FT11410
 Conflict – Lets define it
• What is it?
“ A situation in which someone believes that his or her own needs have been
denied “

“ Is 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”

• Contrary to general perception …..

“The goal of organizational leadership is not to eliminate conflict, but to use it.”

“Conflict is a predictable social phenomenon and should be channeled to useful

purposes.”
 Lets analyze Conflict further…..
• Conflicts happen because ?

 Goals are incompatible

 Different people interpret facts differently
 Differences occur based on expectations of
behavior
 Status inconsistencies
 Scarce resources
 Task interdependencies
 Overlapping Authority
 How do we identify it?
• What are the symptoms of Conflict?

 Tensions.
 Loss of desire to communicate
 Severe loss of productivity
 Disharmony in meetings.
 Quick outbursts of anger
 Loss of morale
 Absenteeism
 Accidents
 Escalating costs toCompany
 Rude and indecent behavior
 Shouting & Bad mouthing
 Conflict Views – Another Angle
Conventional View Current View

Avoidable Inevitable

Causes : Management Errors Causes : Perception, Personal values

Task of Management : Eliminate Task of Management : Control and

Manage

Optimal organizational performance Optimal organizational performance

requires a removal of conflict requires maintaining a moderate level
of conflict
 Conflict Views – Yet Another
Angle
Functional View
 Crucial for effective functioning of
an Organization
 Increases awareness about the
problem : What, Why , How to solve?
 Stimulates interest & creativity
 Motivates people to consider the
problem
 Leads to high quality decisions
Dysfunctional View
 Hinders performance
 Creates hostility and interpersonal
bitterness
 Reduces productivity
 Tasks are hindered
 Organization growth is severely
hampered
 Worse decisions are the outcomes!!
What stages does it go through?
Latent Conflict
The sources of conflict are already present but the conflict has not started yet.
Latent provides the pre-requisites for conflict

Perceived Conflict
Conflicts take place due to misunderstanding among parties
Can be resolved through improved communications

Felt Conflict
Conflict does not take place even if the sources are present until and unless the
differences become personalized or are “felt”

Manifest Conflict
Conflict is at full swing : apathy, sabotage, aggression, withdrawal.

Conflict Aftermath
It is either positive of negative depending upon how it is resolved
 TYPES OF CONFLICT
1)
Interpersonal conflict
• It occurs when an individual frustrates, or tries to frustrate, the goal attainment efforts
of the other.
• Interpersonal conflict can be defined by the focus and source of the conflict:
a) People-Focused vs. Issue-Focused
• People-focused conflicts are based on emotions and feelings, and are more of a
personal attack.
• Issue-focused conflicts are centered on issues and events, and are more representative
of a calm negotiation.
b) Personal Differences
• Each person brings a unique (and often incompatible) set of values, perceptions and
expectations to the table.
 TYPES OF CONFLICT
c) Informational Deficiencies
•Communications are not always received, may be misinterpreted or different
conclusions may be drawn based on past experiences.
d) Role Incompatibility
•Role incompatibility may be a cause of interpersonal conflict because of differences
between the goals and responsibilities assigned to an individual and what the
individual would rather be doing.
e) Environmental Stress
•A stressful environment is another source of interpersonal conflict. Uncertainty of
future events and scarcity of resources, such as food or money, can lead to disputes
among otherwise friendly individuals.
 TYPES OF CONFLICT
2) Intra-group conflict
•Intra-group conflict occurs between members of a group or team who are theoretically united over a
common characteristic or objective.
•Example : Marketing Team V/s Technology Team
•The two main forms of intra-group conflict are relationship conflict and task conflict.
•Members of the group struggle with interpersonal relationships regardless of the task or objects of the
group.
•If a group is experiencing a task conflict, members of the group disagree about the best practices for
achieving an objective or struggle to agree on an appropriate objective.
 TYPES OF CONFLICT
Consequences of Intra-group conflict:
•A study by Francisco Medina of the University of Seville in Spain and his colleagues found that high levels of intra-group
relationship conflict increased group members' desire to leave their job or company, while high levels of task conflict
increased the likelihood that a group would experience relationship conflicts as well. The findings were published in the
"Journal of Managerial Psychology" in 2005.
•Some degree of intra-group conflict can prove functional (beneficial). In a functional intra-group conflict (typically task
conflict), the result of the conflict is increased communication that could translate to increased productivity. Functional
intra-group conflict promotes careful discussion of a variety of ideas that can yield greater or more effective output.
•However, careful group management is required to prevent the development of relationship conflict.
 TYPES OF CONFLICT
3) Inter-group conflict
•Intergroup conflict can take many forms, ranging from a disagreement between work teams to a full-out war between countries.
•Common incompatibilities between groups that cause intergroup conflict include power, economic and value differences:
a) Economic conflict is competition for resources
b) Power conflict is the fight for dominance over one another
c) Value conflicts involve disagreement between groups' beliefs or lifestyles.
•The construction of social identities classifying people into "us" and "them" contributes to the formation of intergroup conflict – the dubbing
of Iraq, Iran and North Korea as the ‘axis of evil’.
•In organizations, some functional inter-group conflict is positive. Limited resources and reward structures can foster intergroup conflict by
making the differences in group goals more apparent.
 TYPES OF CONFLICT
4) Inter-organizational conflict
•Inter-organizational conflict is the conflict that arises across different organizations.
•The three types of inter-organizational conflict are substantive conflict, emotional conflict and cultural conflict.
a) Substantive conflict occurs when a basic disagreement arises between the two organizations at a fundamental level. For example, the People for the Ethical Treatment
of Animals (PETA) would have substantive conflict with an organization that experiments on laboratory animals.
b) Emotional conflicts takes place when individuals between the organizations find themselves reacting on an emotional level--out of fear, jealousy, envy or
stubbornness.
c) Inter-organizational conflict also can occur based on cultural needs and desires, and are often the result of basic misinterpretation.
 How about a nice thought before we
proceed….

“Conflict can be seen as a gift of energy, in which

neither side loses and a new dance is created.” 
- Thomas Crum
 How do we manage conflict?
Five strategies :
1) Collaborating: I
win/You win
2) Compromising: win
some/lose some
3) Accommodating: I lose/
you win
4) Competing: I win/ you
lose
5) Avoiding: no
winners/no losers
 Let’s Collaborate!!
Fundamental premise: Teamwork and cooperation help
everyone achieve their goals while also maintaining
relationships
Strategic philosophy: The process of working through
differences will lead to creative solutions that will satisfy
both parties' concerns.
When to use:
• When there is a high level of trust
• When you don't want to have full responsibility
• When you want others to also have "ownership" of solutions
• When the people involved are willing to change their
thinking as more information is found and new options are
suggested
• When you need to work through animosity and hard feelings
Drawbacks:
• The process takes lots of time and energy
• Some may take advantage of other people's trust and
openness
 Let’s Compromise!!
Fundamental premise: Winning something while losing a little is OK.
Strategic philosophy: Both ends are placed against the middle in an attempt to
serve the "common good" while ensuring each person can maintain something
of their original position.
When to use:
• When people of equal status are equally committed to goals
• When time can be saved by reaching intermediate settlements on individual
parts of complex issues
• When goals are moderately important
Drawbacks:
• Important values and long-term objectives can be derailed in the process
• May not work if initial demands are too great
• Can spawn cynicism, especially if there's no commitment to honor the
compromise solutions
 How about Accommodating?
Fundamental premise: Working toward a common purpose is more important than any of the
peripheral concerns; the trauma of confronting differences may damage fragile relationships.
Strategic philosophy: Appease others by downplaying conflict, thus protecting the relationship
When to use:
• When an issue is not as important to you as it is to the other person
• When you realize you are wrong
• When you are willing to let others learn by mistake
• When you know you cannot win
• When it is not the right time and you would prefer to simply build credit for the future
• When harmony is extremely important
• When what the parties have in common is a good deal more important than their differences
Drawbacks:
• One's own ideas don't get attention
• Credibility and influence can be lost
 If not, Let’s Compete!!
Fundamental premise: Associates "winning" a conflict with competition
Strategic philosophy: When goals are extremely important, one must
sometimes use power to win
When to use:
• When you know you are right
• When time is short and a quick decision is needed
• When a strong personality is trying to steamroller you and you don't
want to be taken advantage of
• When you need to stand up for your rights
Drawbacks:
• Can escalate conflict
• Losers may retaliate
 Or rather Avoid!!
Fundamental premise: This isn't the right time or place to address this issue.

Strategic philosophy: Avoids conflict by withdrawing, sidestepping, or postponing.

When to use:
•When the conflict is small and relationships are at stake
•When you're counting to ten to cool off
•When more important issues are pressing and you feel you don't have time to deal with this particular
one
•When you have no power and you see no chance of getting your concerns met
•When you are too emotionally involved and others around you can solve the conflict more successfully
•When more information is needed

Drawbacks:
•Important decisions may be made by default
•Postponing may make matters worse
 Lets talk about the Principles
PRINCIPLES OF CONFLICT RESOLUTION

• Listen to all parties and reinforce your understanding.

• Acknowledge the conflict early, the more you ignore it the more it will be
harder to resolve later.

• Always separate people from the issues and understand everyone’s

position.

• Always use language that is factual and neutral.

 Principles continued….
• Avoid emotion and blame.
• Aim at deriving mutually
agreeable solutions in an
open minded way. Avoid
being judgmental .
• Take an objective point by
point analysis identifying
key issues and concerns.
• Encourage honesty of the
parties.
Ending on some thoughtful notes…
“Conflict is the beginning of consciousness”
 - M.Esther Harding

“Conflict management is a key strategic function of every

organization, so it should be an intentional, conscious one-not left to
chance.”
- Dan Dana

“The whole business starts with ideas, and we’re convinced that ideas
come out of an environment of supportive conflict, which is
synonymous with appropriate friction.” 
- Michael Eisner
CEO and Chairman of Disney