Conflict Management.

Conflict Management.

 Ref:

 Management; theory & practice by Chandan

J.S.
Definition.

 There are different definitions of the term conflict.

 ‘that behaviour by organisation members which is

expanded in opposition to other members’

 ‘the process which begins when one party perceives

that the other has frustrated, or is about to frustrate,
some concern of his’ or

 Merely ‘whenever incompatible activities occur’

Conflict Management:

 The concept of conflict, being an outcome of

behaviours, is an integral part of human life.

 Whenever there is interaction between two or

more individuals or groups, with each

 individual or group trying to gain acceptance

of its views or objectives over others.
 Because people differ in their attitudes, values, &
goals, conflict among them is unavoidable.

 Accordingly, the management is concerned not so

much with eliminating conflict which

 would be impossible, but to contain it & manage it

for organisational or individual benefit.
 1. Personal conflict is more emotional in nature &
reflects:
 feelings,
 anger,
 distrust,
 clash in personality,
 antagonism,
 tension,
 fear,
 resentment (bitter feelings) etc.
 2. organisational conflict, on the other hand
involves disagreements on such factors as:
 allocation of resources
 nature of goals & objectives
 organisational policies & procedures
 nature of assignments & distribution of
rewards.
 This conflict at its worst can lead to:
 Unnecessary stress,
 Blockage in communications,
 Lack of cooperation,
 Increased sense of distrust & suspicion,
 All these results in lost friendships & reduced
organisational effectiveness.
 Conflict has always been considered as undesirable
so that it should be avoided when possible &
resolved soon if it occurs.

 Both the scientific mx school & the administrative

school of mx relied heavily on

 developing such organisational structures that

would specify tasks, rules, regulations, procedures,
authority relationships etc, so that any conflict can be
 avoided & if there is a conflict, then such built- in
rules & regulations would identify & correct problems
of conflict.

 The human relations school subscribed to similar

theory that conflict is avoidable by creating an
environment of good will & trust.

 According to William. R. Scott, good human relations

can prevent conflicts, whether they are between
individual &
 organisational objectives, between line & staff
personnel, between ones ability & authority etc.

 The modern mx view believes that conflict can be

helpful & constructive if handled properly.

 As a matter of fact, moderate level of conflict is

helpful in such organisations as research &
development firms, advertising agents, public policy
groups etc.
 Some of the positive consequences of conflict are:

 1. Helps in analytical thinking. Conflict may induce

challenge to views, opinions, rules,

 policies, goals, plans etc which would require critical

analysis in order to justify these as they are or make
changes as required.
 2. It helps in increased cohesion (remain united).

 Conflicts between different organisations develops

loyalty & cohesion within an organisation & a greater
sense of group identity in order to compete with
outsiders.

 It helps in dedication & commitment to organisational

goals.
 3. Conflict promotes competition & hence results in
increased efforts.

 Some individuals are highly motivated by conflict &

severe competition e.g. a worker who is turned down
for a promotion due to

 conflict within the department may work harder to

prove that he is more capable & deserves a
promotion. Thus it may lead to high level of effort &
output.
 4. It serves as a foundation for organisational
development.

 Conflict with the status quo is a prerequisite to

change.

 Creative & innovative people are always looking for

grounds to challenge the status quo.
 These challenges lead to search for alternatives to
existing patterns which leads to organisational
change & development.

 5. Conflict when expressed can clear the air &

reduce tension.

 Some disagreements if unexpressed can lead to

imaginative distortions of truth, sense of frustration &
tension, high mental exaggerations & biased
 opinions resulting in fear & distrust.

 However, when it is expressed, it may show

the cause of conflict to be minor resulting in
cooperation & compromise.
Ways of stimulating conflicts.

1. Inability of an individual to take decisions,

failure to ensure equity.
2. Domination leadership
3. High concentration of resources in particular
areas.
4. Suppression of individual ideas
5. Restriction of movements.
Types of conflict situations.

 Since conflict has both positive & negative

connotations & consequences, it must be carefully
looked into & managed.

 The management must survey the situation to

decide whether to stimulate conflict or to resolve it.

 Thomas & Schmidt, reported that managers spend

up to 20% of their time in dealing with conflict
situations.
 Hence it is very important that managers understand
the type of conflict that they have to deal with so that
they can devise some

 standardised techniques in dealing with common

characteristics of conflicts in each type or category.

 There are five basic types of conflicts i.e.

1. Conflict within the individual.

 The conflict within an individual is usually value

related where the role playing

 expected of an individual does not conform with the

values & beliefs held by the individual. e.g.

 (a) a secretary may have to lie on instructions that

her boss is not in to avoid an unwanted visitor or
unwanted telephone call.
 (b) in addition to the value conflicts, a person may
have a role conflict e.g. a telephone operator may be
required & advised to be

 polite to the customers by her supervisor who may

also complain that she is spending too much time
with customers.

 This would cause a role conflict in her mind.

 © conflict within an individual can also arise
when a person has to choose between two

 equally desirable alternatives or between

two equally undesirable goals.
2. Interpersonal conflict.

 This conflict involves conflict between individuals &

is probably the most common & most recognised
conflict.

 This may involve conflict between two managers

who are competing for limited capital & manpower
resources.

 Similarly interpersonal conflicts can develop when

there are three equally deserving officers & they are
all up for promotion, but only one of them can be
 promoted because of budget & positional
constraints.

 This conflict becomes further acute when the scarce

resources cannot be shared & must be obtained.

 Another type of interpersonal conflict can relate to

disagreements over goals & objectives of the
organisation e.g.
 Some members of a board of a school may want to
offer courses in sex education while others may find
these morally offensive thus causing conflict.

 Similarly a college or university may have a policy of

quality education, screening in only the top quality
students while some members of the organisational

 board may propose ‘open admissions’ policy where

all high school graduates should be considered for
admission.
 These situations can cause conflicts among
members of the governing board.

 In addition to conflicts over the nature & substance

of goals & objectives, the conflicts become
highlighted when they are based upon opinions
rather than facts.

 Facts are generally indisputable resulting in

agreements.
 Opinions are highly personal & subjective & may
provide for criticism & disagreements.

 These conflicts are often results of personality

clashes.

 People with widely differing characteristics &

attitudes are bound to have views & aims that are
inconsistent with the views & aims of others.
3. Conflict between the individual & the
group.

 All formal & informal groups have established

certain norms of behaviour & operational
standards which all members are expected
to adhere to.

 The individual may want to remain within the

group of social needs but may disagree with
the group methods. e.g.
 In some restaurants all tips are shared by all waiters
& waitresses.

 Some waitress who may be overly polite & efficient

may feel she deserves more, thus causing a conflict
with the group.

 Similarly, if a group is going on a strike for some

reason, some members may not agree with these
reasons or may not be able to afford to go on strike,
thus causing conflict with the group.
 This conflict may also be between the manager & his
subordinates as a group or between the leader & the
led.

 A manager may take disciplinary action against a

member of the group causing conflict which may
result in reduced productivity

 ‘mutiny on the bounty’ is a classic example of crew

against the leader, based upon their treatment.
 Mutiny: is open revolt against constituted authority.

 bounty: is liberty in giving gift.

 The conflict among the armed forces is taken so

seriously that the army must obey their commander,

 even if the command is wrong & in conflict with what

others believe in.
4. inter- group conflict.

 An organisation is an interlocking network of groups,

departments, section, or work teams.

 These conflicts are not so much personal in nature,

as they are due to factors inherent in the
organsational structure. e.g.

 (a) There is active & continuous conflict between the

union & management. One of the most common
 unfortunate & highlighted conflict is between line
managers & staff.

 The line managers may recent their dependence on

staff for information & recommendations.

 The staff may recent their inability to implant directly

their own decisions & recommendations.
 This interdependence causes conflict.

 Those conflicts which are caused by task

interdependence require that the relationship
between interdependent units be redefined

 wherever the values of these interdependent factors

change, otherwise these conflicts will become further
pronounced.
 (b) These interunit conflicts can also be caused by
inconsistent rewards & differing performance criteria
for different units & groups. e.g.

 Salesmen who depend upon their commission as a

reward for the effort may promise their customers
quantity of the product & the delivery times which the

 manufacturing department may find it impossible to

meet causing a conflict between the two units.
 © different functional groups within the organisation
may come into conflict with each other because of
their different specific objectives.

 There are some fundamental differences among

different units of the organisation, both in structure &
process & thus each unit develops its own
organisational subculture.

 According to Lawrence & Lorsch, these subcultures

differ in terms of:-
 (i) goal orientation, which can be highly specific for
production, but highly fluid for research &
development.

 (ii) time orientation which is short run for sales &long

run for research.

 (iii) formality of structure which is highly informal in

research & highly formal in production
 (iv) supervisory style which may be more democratic
in one area as compared to another.

 A classic example of interunit conflict is between

sales & production.

 The sales department is typically customer oriented

& wants to maintain high inventories for filling orders
as they are received, which is a costly option as
 against the production department which is strongly
concerned about cost effectiveness, requiring as
little inventory of finished product at hand as
possible.

 Similarly, the intergroup conflicts may arise between

the day shift & night shift workers who might blame

 each other anything that goes wrong from missing

tools to maintenance problems.
5. inter- organisation conflict.

 The conflict also occurs between organisations,

which in some way are dependent upon each other.

 This conflict may be between the buyer

organisations & supplier organisations about
quantity, quality, & delivery time of raw materials &

 other policy issues between Govt agencies that

regulate certain organisations & the organisations
that are affected by it.
 These conflicts must be adequately resolved
or managed properly for the benefit of both
types of organisations.
Causes of conflicts:
Causes of conflicts.

 The various types of conflict, as discussed above,

have already been pointed above.

 Basically, the causes of conflict fall into distinct

categories i.e.

1. Behavioural aspects of conflicts

2. Structural aspects of conflicts.

1. Behavioural aspects of conflicts.

 These conflicts arise out of:-

 human thoughts & feelings,
 emotions & attitudes,
 values & perceptions in communication

 A misunderstood message can create a lot of

problems. This conflict can also arise due to
deferring view points about various issues e.g.
 Two vice presidents may differ about their view point
about which strategic plans to implement.

 Another aspect of the conflict can be based on

emotions, feelings, perceptions & values.

 These feelings may be the feelings of:-

 anger,
 distrust,
 fear or simply dislike due to personality differences
 This may also be based upon religion, race or sex.

 Some men feel poorly about women workers. These

conflicts are not about issues but about persons.

 Some families carry on enmity for generations.

 The value based conflict arise due to different values
which may be culturally based e.g.

 (i) a vice president may want to fire some workers to

save costs while another vice president may have
human sensitivity & support other methods of cutting
costs.

 (ii) a teacher may value freedom of teaching

methods & close supervision of his techniques may
cause conflicts.
 The personality of an individual may in itself be a
cause of conflict e.g.

 Some people by nature are consistently aggressive

& hostile & hence are highly likely to induce conflict.

 Studies conducted by Walton & Dutton showed that

people with highly authoritarian nature, highly
dogmatic (authoritative, arrogant) people & those with
low- esteem are more likely to induce conflict.
2. Structural aspects of conflicts.

 These conflicts arise due to issues related to the

structural design of the organisation as a whole as
well as its sub- units.

 Some of these issues involve:

1. Role ambiguity (doubtful, uncertain issue, double

meaning).

2. Design of work- flow.

(i) role ambiguity

 A role is a set of activities associated with a

certain position in the organisation or in the
society.

 According to Kahn, if these work activities

are ill defined, then the person who is
 carrying out these activities will not behave
as others expect him to because his role is
not clearly defined.

 This will create conflict, specifically between

this individual & people who depend upon
his activities.
 A hospital or a medical clinic employing a number of
physicians with overlapping specialties might cause
conflict due to role ambiguity.

 Such conflicts can be reduced by defining &

clarifying roles & their interdependencies.

 In addition to role ambiguity, there may be a role

conflict. The role conflict occurs when two or more
persons have different & sometimes opposing
expectations.
 e.g.
 (i) an architect may be expected to produce creative
designs while on the other hand there may be time
constraints put upon him. Both roles being in conflict
with each other.

 (ii) similarly a contractor may ask a carpenter to do

something which may be different than what the city
building codes prescribe
 (iii) another type of role conflict is the inter-role
conflict where an individual plays more than one role
simultaneously in his life & the demands of these
roles conflict with each other.
 e.g.
 A father may know that his son has committed a
crime, but does not inform the police, or

 a police officer may be invited to his brothers

wedding party where the guests use drugs which is
against the law.
(ii) Design of work- flow.

 These are primarily inter- group problems & conflicts

which are the out comes of poorly designed work-
flow structure & poorly

 planned coordination requirements, specially where

the tasks are interdependent.

 According to Sashkin & Morris, organisations are

made of many different groups that must work
together towards the accomplishment of common
objectives e.g.
 In a hospital the doctors & nurses/ other HWs
must work together & their risks are highly
interdependent.

 If they do not coordinate their activities well,

there will be confusion & conflicts.
 Similarly in a restaurant, the cook & the
waiter depend upon each other for critical
information & services.

 A poorly designed work- flow and

uncoordinated activities between them would
create conflict & problems.
Conflict Resolution.
Conflict Resolution:

 Except in very few situations in which the conflict

may lead to competition & creativity

 so that in those situations the conflict can be

encouraged, in all other cases where conflict

 is destructive in nature it must be resolved once it

has developed, but all efforts should be made to
prevent it from developing.
 Problems, issues, & concerns related to role
adjustment, new work environment, new

 relationships, & pt care can cause anxiety,

frustration, & conflict for new employee,

 This not only affects job performance & ability to

learn, but it can also influence the employees’
decision to remain with the organisation.
 Peer support groups can be formed, consisting of
new employees & a group leader role model, to
identify & resolve these conflicts.

 The group can generate alternatives for dealing with

problems, recommend solutions

 to management for problem solving, & discuss

feelings about these conflicts.
 Individuals are allowed to freely verbalise concerns,
& the group objective is to determine constructive
means for conflict resolution.

 An experienced group leader ensures that the

group’s desired outcomes are clear & the

 experience is a positive, constructive, & rewarding

one for the participants.
 The results can be problem solving & conflict
resolution through a group effort & personal

 satisfaction of needs for security, support, &

belonging.
 Some of the preventive measures that
management can take according to Schein are:-
a) Goal structure
b) Reward system
c) Trust & communication
d) Coordination
e) Dealing with behavioural conflict
f) Dealing with structural- based conflict
g) Interpersonal trust building
a) Goal structure:

 Goals should be clearly defined & the role &

contribution of each unit towards the
 organisational goals must clearly be
identified.

 All units & the individuals in these units must

be aware of the importance of their role &
such importance must be fully recognised.
b) Reward system.

 The compensation system should be such

that it does not create individual competition
& conflict within the unit.

 It should be appropriate & proportionate to

the group effort & should reflect the degree
of interdependent among units wherever
necessary.
c) Trust & communication.

 The greater the trust among members of the unit, the

more honest & open the communication among
them would be.

 Individuals & units should be encouraged to

communicate openly with each other so that

 they can all understand each other, understand

each other’s problems & help each other when
necessary.
d) coordination.

 Coordination is the next step to communication.

 Properly coordinated activities reduce conflict.

 Wherever there are problems in coordination, a

special liaison office should be established to assist
such coordination.
e) Dealing with behavioural conflict.

 Various researchers have identified five primary

strategies for dealing with & reducing impact of
bahavioural conflict.

 1. ignoring the conflict.

 In certain situations, it may be advisable to take a
passive role & do nothing about the conflict.

 This is specifically necessary when getting involved

in a situation would provoke further controversy or
when conflict is
 so trivial in nature that it would not be worth the
managers time to get involved & try to solve it.

 It cold also be that the conflict is so fundamental to

the position of the parties

 involved that it may be best either to leave it to them

to solve or to let events take their own course.
 2. smoothing.

 Smoothing simply means covering up the conflict by

appealing for the need for unity rather than
addressing the issue of conflict itself.

 An individual with internal conflict may try to ‘count

his blessings’ & forget about the conflict.
 If two parties have a conflict within the organisation,
the supervisor may try to calm

 things down by being understanding & supportive to

both parties & appealing them for cooperation.

 The supervisor does not ignore or withdraw from the

conflict nor does he try to address & solve the
conflict but expresses hope that ‘everything will work
 out best of all’.

 Since the problem is never addressed, the emotions

may build up further & suddenly explode.

 Research has shown that smoothing is much more

sensitive approach than avoiding & is generally more
advisable.
 3. compromising.

 A compromise in the conflict is reached by balancing

the demands of the conflicting parties & bargaining
in a give & take position to reach a solution.

 Each party gives up something & also gains

something e.g. negotiations.
 Through the process of negotiating & bargaining,
mostly through the presence of

 arbitrators (one appointed by two parties to settle dispute) they

reach a solution by compromising.

 This type of compromising is known as integrative

bargaining in which both sides win in a way.
 4. forcing.

 Weber puts it that:-

 The simplest conceivable conflict solution is

eliminating the other party.

 To force opponents to flee & give up the fight or slay

them.
 This is the technique of domination where the
dominator has the power & authority to enforce his
own views over the opposing conflicting party.

 This technique is potentially effective in situations

such as a president firing a manager because he is
considered as a trouble maker & conflict creator.

 This technique always ends up in one party being a

loser & the other party a clear winner.
 Many workers have lost tenure & promotions
because they could not get along well with the
leaders/ managers.

 This approach causes resentment & hostility & can

back- fire.
(the hunter vs the hunted).

 Accordingly the management must look for better

alternatives if such become available.
 5. problem solving.
 This technique involves ‘confronting the conflict’ in
order to seek the best solution to the problem.

 This approach objectively assumes that in all

organisations, no matter how well- managed, there

 will be differences of opinions which must be

resolved through discussions & respect for differing
viewpoints.
 Research has shown that high performance
organisations sometimes even encourage honest
conflict in a spirit which turns the

 basis of innovation & creativity & then try to solve the

conflict in a spirit of cooperation & objectivity.

 These conflicts may bring out some new ideas that

otherwise may not have surfaced. This technique is
clearly related to positive outcomes.
f) Dealing with structural- based
conflict.

 (i) Structural- based conflict is built around

organisational environment & can be resolved or
prevented by redesigning organisation structure &
work- flow.

 A general strategy would be to move towards as

much decentralisation as possible so that most of

 the disputes can be settled at the lower levels in the

organisation as well as do so faster
 Identify & clarify poorly defined & poorly arranged
interdependencies so that these can be studied for
possible source of conflict

 & rearranged either to reduce interdependence or to

make these adequately understood & reliable.

 Increased interdependence can be achieved through

more frequent contacts & improved coordinating
mechanisms.
 On the other extreme would be to make two units
totally independent of one another.

 (ii) Another cause of conflict which is dysfunctional is

the undefined, unclear & ambiguous job expectation.

 It is important to clarify what each individual & each

sub- unit is expected to accomplish.
 This would include authority responsibility
relationship & a clear line of hierarchy.

 In addition, policies, procedures, & rules should be

clearly established & communication

 channels kept open so that each person knows

exactly what role he has to play in the hierarchal
structure.
 (iii) conflicts arising due to competition of scarce
resources. Conflicts will occur whenever the wants &
needs of two or more

 parties are greater than the sum of the resources

available for allocation.

 These resources may be in the form of a pay raise,

promotion, office space, office equipment etc.
 This conflict can be reduced by planning ahead about the
proper distribution of such resources, instead of making
haphazard & last minute allocations.

 Since one of the major causes of conflict is lack of proper

knowledge & facts about how other people think & act,

 it may be a good idea to let the individuals work with different

groups so that they tend to know each other better &
understand each other better.
 Care should be taken, however, so that these
individuals are technically capable of fitting in these
various groups.

 This mutual understanding will result in trust &

respect, thus reducing the likelihood of conflict.

 This understanding can also be achieved by serving

as members of various committees.
 As individuals from various work units get to know
each other better through the membership in the
same committee,

 it leads to increased tolerance & understanding of

different viewpoints as well

 as a realisation that basically all units are pursuing

similar objectives & same overall goal
g) Interpersonal Trust Building.

 While there are a number of behaviours as well as

organisational factors that contribute to the existence

 of conflict, there may be one single factor that may

be highly contributory to reducing that conflict.

 The factor is ‘TRUST’ .

 Trust is a highly intangible element but highly

important in our civilised living.
 Its presence or absence can govern our behaviour to
a large degree.

 Our ability to trust has great impact on our working

lives, our family interactions, & our achievement of
personal & organisational goals.

 Since trust is a function of behaviour, such

behaviours as lead to defensiveness must be
identified & modified.
 These aggressive behaviours create a climate which
is conducive to mistrust thus leading to conflict in
interpersonal areas.

 Jack Jibb identified certain behaviours that he called

aggressive behaviours which should be avoided

 & certain behaviours which he called supportive

behaviours which tend to reduce defensiveness i.e.
Aggressive vs Supportive Behaviours.

 (a) i. evaluative.

 Performance evaluations based upon emotional

judgments & tainted by prejudice (perceived opinions, bias)
& residual anger from previous encounters destroy
trust.

 Making evaluations always bring in subjective

opinions & these opinions relate more to personal
relationships rather than operations of facts.
 ii. descriptive.

 Descriptive attitude on the other hand, simply describes factual

things that are visible,

 observable, measurable, & verifiable without reading behind the

obvious or making

 judgments about motives & using the correct words to describe

these activities builds up a feeling of fairness, equity & trust &
lessens conflicts.
 (b) i. controlling.

 Controlling attitude is highly authoritative & makes

the subordinates feel like machines rather than
human beings.

 The contribution of subordinates is limited to what

the controller allows & thus stifles creativity leading
to resentment & conflict.
 ii. problem oriented.

 Problem oriented behaviour, on the other hand looks

for solutions in which all can participate.

 This will result in new answers & unique

opportunities & this approach implies

 maturity which builds dedication & commitment.

 © i. using a strategy.

 A strategy is a carefully structured set of directions

which gives the management a

 tool for maneuverability so that it can manipulate &

gear others towards a predetermined objective.

 This may be resented by subordinates since they

fear loss of autonomy.
 ii. spontaneous interactions.

 Spontaneous interactions, on the other hand, are

open & free flowing & result in open &

 honest communications in exploring each others

needs & viewpoints, exchanging

 information & ideas & developing a work

environment of mutual trust & caring.
 (d) i. neutral.

 Neutral behaviour, though advisable in many situations, is

considered as one of indifference & uncaring.

 All of us want to have friendship, respect & affections so we

always want others to be on our side.

 Accordingly, the attitude of neutrality seems so impersonal that

it is detrimental to feeling of trust.
 ii. empathy.
 Empathy by contrast is the natural desire to get
involved with other people, to share with their
feelings & emotions, to be interested in

 their needs & problems, to care & to understand

them & their beliefs & attitudes & to be sincerely
friendly.

 In this ‘me too’ environment, friendly relationship is

always welcome.
 (e) i. superiority
 Feelings of superiority based on rank, prestige,
power & authority are highly threatening to others &
if this power is openly

 exhibited in talk & actions, it creates not only envy

but also resentment e.g. the presence of a

 policeman at your door creates an initial fear

because of the power & authority assigned to the
police officer.
 ii. exhibiting equality.

 Exhibiting equality on the contrally, enhances

interpersonal trust.

 We always feel more comfortable in the company of

our equals.

 That is one reason why we generally keep company

with our own age group.
 A sense of equality reduces the complex of
inferiority or complex of superiority both of

 which are detrimental to the environment of

trust.
 (f) i. dogmatic.
 A dogmatic person who is set in his own ways & is
highly opionated does not leave any ground for
cultivating genuine interaction

 with others because genuine interaction is based

upon ‘give & take’ attitude which a highly dogmatic
person does not possess.

 As a result, the relationship remain superficial & trust

is shallow if any.
 ii. open- minded.

 The open- minded individual, on the other hand, is

adventurous, takes risks & is wiling to experiment
with new ideas & thoughts.

 In most bargaining & negotiating sessions, it is

always advised to ‘keep our minds open’ so that we
are respective to any idea for discussion &
adaptation.
 An open minded person is like an ‘open box’
& is highly predictable resulting in respect &
trust.
 N.B.
 Supportive behaviours on the part of mx prevent
conflict to a large degree & help in resolving conflict,
if it develops, in a mutually beneficial way.

 In order to achieve this situation, the management

can initiate a number of steps.

 First the management must create a social

environment in the work station which is conducive
to mutual problem solving.
 This is fundamental to creating trust among people &
especially trust among workers for the management

 This would involve open channels of communication,

respect for each other’s view

 & an open minded attitude on the part of

management.
 Secondary, all efforts should be made to make the
parties concerned sensitive to each others attitude
values & needs.

 This according to Nicholas & Stevens, can be
achieved through ‘reflective listening’ in which the
listener is made to repeat what the speaker has said

 in order to make sure that he fully understood the

speakers message before speaking himself.
 Thirdly, the problem causing the conflict can be
defined or revised in such a manner that it becomes
a common problem for both parties rather than
making it a ‘win- lose' situation.

 Finally, only such solutions should be accepted as

are acceptable to all concerned parties.

 This is considered the best way to ‘manage’ conflict

Win- lose situation.

1. Is only alternative
2. Encourages frequency
3. Deepens situation analysis
4. Encourages dialogue
5. Allows flexibility
6. Gets to the root of the problem
7. Gives respect to others ideas
 End

thank u.