Name:Muhammad Mustafa

REG NO.12397
ASSIGHMENT:BEHAVIOURAL SCIENCE
TOPIC:CONFLICT MANAGEMENT
Definition of conflict
• Michael Nicholson defines conflict as an activity which
takes place when individuals or groups wish to carry
out mutually inconsistent acts concerning their wants,
needs or obligations.
OR
It may also be defined as a disagreement through
which the parties involved perceive a threat to their 
needs, interests or concerns.
How conflict manifest?
• Manifestations of conflict behavior starts with
disagreement, and followed by verbal abuse and
interference Conflicts can occur between individuals,
groups and organizations Examples are quarrels
between friends or family members, labour strikes,
competitive sports, or war.
Types of conflict
Content conflict is where individuals disagree about
how to deal with a certain issue or task.
Relational conflict is where
individuals disagree about one another. It stems out of
interpersonal incompatibility.
Process conflict refers to disagreement over
the groups approach to a particular task.
Causes of conflict
Superiority
Injustice
Vulnerability
Distrust
Helplessness

Conflict in conflict resolution is therefore not only

the presence of violence
 Conflict management

• Conflict management is the process of limiting the negative

aspects of conflict while increasing the positive aspects of
conflict. The aim of conflict management is to
enhance learning and group outcomes, including
effectiveness or performance in an organizational setting
Properly managed conflict can improve group outcomes.
 Conflict Management Styles

• Conflicts happen. How an employee responds and resolves conflict

will limit or enable that employee's success. Here are five conflict
styles that a manager will follow according to Kenneth W. Thomas and
Ralph H. Kilmann:
• An accommodating manager is one who cooperates to a high degree.
This may be at the manager's own expense and actually work against
that manager's own goals, objectives, and desired outcomes. This
approach is effective when the other person is the expert or has a
better solution.
• Avoiding an issue is one way a manager might attempt to resolve
conflict. This type of conflict style does not help the other staff
members reach their goals and does not help the manager who is
avoiding the issue and cannot assertively pursue his or her own goals.
However, this works well when the issue is trivial or when the manager
has no chance of winning.
• Collaborating managers become partners or pair up with each other to
achieve both of their goals in this style. This is how managers break free
of the win-lose paradigm and seek the win-win. This can be effective for
complex scenarios where managers need to find a novel solution.
• Competing: This is the win-lose approach. A manager is acting in a
very assertive way to achieve his or her own goals without seeking to
cooperate with other employees, and it may be at the expense of
those other employees. This approach may be appropriate for
emergencies when time is of the essence.
• Compromising: This is the lose-lose scenario where neither person
nor manager really achieves what they want. This requires a
moderate level of assertiveness and cooperation. It may be
appropriate for scenarios where you need a temporary solution or
where both sides have equally important goals.
 Dealing conflict with real life crises
• During our daily lives, we are all involved in a number of conflicts.
Sometimes, the conflicts may be small, for example, a person may
ignore us while we are talking. Sometimes, the conflict may be more
serious, for example, two persons behaving violently toward each other.
• Whether big or small, conflict is not confined only to a person and the
people around her/him. It can be between people one is not even
associated with. A conflict can, for example, be between people and the
prevailing laws. Conflict does not only occur at the personal level but
also at the national, and even international level. Apart from external
conflicts between individuals or groups, there can also be internal
conflicts within an individual.
 Conflict situations in health sitting
• Conflict occurs frequently in any workplace; health care is not an
exception. The negative consequences include dysfunctional team
work, decreased patient satisfaction, and increased employee
turnover. Research demonstrates that training in conflict resolution
skills can result in improved teamwork, productivity, and patient and
employee satisfaction. Strategies to address a disruptive physician, a
particularly difficult conflict situation in healthcare, are addressed
 Results of conflict management

• At the end of conflict management, peace should ideally be restored. However,

it is not always possible to meet the expectations and wishes of both parties
100%. Four results are conceivable as the outcome of conflict management:
• Lose-lose: This result does not satisfy either side. Usually this kind of situation
arises in everyday professional life when a superior ends a conflict by making a
strict decision, ignoring the expectations of those involved.
 
• Win-lose: With this result, only one side benefits from conflict management.
The other party is unhappy with the outcome, which creates potential for new
conflicts.
 
• Win-win: The best result is the win-win situation. This kind of result
makes it possible for both parties to leave the conflict satisfied. There
is a solution that is satisfactory for all sides; no one is ignored.
 
• 50:50: Not an ideal, but a satisfactory result, is the equivalent
compromise. Both sides have to give up parts of their wishes, but can
also push through proposals in equal proportions.
• In the best case scenario, a conflict can even be used as a starting
point for a positive development. Since conflict management
uncovers the causes of conflicts, it is possible to change business
conditions in such a way that fewer conflicts arise from now on. In
addition, those involved learn how to behave in conflict situations in
order to avoid escalations. Often, conflicts can be resolved at an early
stage.
Thank
Thank you
you