CONFLICT MANAGEMENT

PSD-2 (SP-21)
 Conflict
Conflict is Defined as;
1. 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’
2. That point in an ongoing activity when an interaction “crosses
over” to become an interparty conflict’
3. Encompasses a wide range of conflicts that people
experience in organizations, such as
• Incompatibility of goals
• Differences over interpretations of facts
• Disagreements based on behavioral expectations
Transitions in Conflict Thought
Traditional View of Conflict
The belief that all conflict is harmful and must be avoided

Main Causes of Conflict

•• Poor
PoorCommunication
Communication
•• Lack
LackofofOpenness
Openness
•• Failure
Failuretotorespond
respondtoto needs.
needs.
communication
communication
Lack
Lackofofopen
open
Transitions in Conflict Thought
(cont’d)
Human Relations View of Conflict
The belief that conflict is a natural and inevitable outcome in
any group

Interactionist View of Conflict

The belief that conflict is not only a positive force in a group
but that it is absolutely necessary for a group to perform
effectively
 Functional Vs Dysfunctional
Conflict (Positive)
Functional Conflict
Conflict that supports the goals of
the group and improves its performance

Dysfunctional Conflict
Conflict that hinders group
(Negative) performance
 Conflict
Vs
Performance
 The Conflict Process
Cognition: [The mental faculty or process of acquiring knowledge by the use of

reasoning, intuition, or perception]

Antecedent:[Something that happens or exists before something

else]
Stage I: Potential Opposition or Incompatibility

• Communication
– Semantic(Words/Meanings) difficulties,
misunderstandings, and “noise”
• Structure
– Size and specialization of jobs
– Jurisdictional clarity/ambiguity
– Member/goal incompatibility
– Leadership styles (close or participative)
– Reward systems (win-lose)
– Dependence/interdependence of groups
• Personal Variables
– Differing individual value systems
– Personality types
 Stage II: Cognition and
Personalization
Perceived Conflict Felt Conflict
Awareness by one or more Emotional involvement in a
parties of the existence of conflict creating anxiety,
conditions that create tenseness, frustration, or
opportunities for conflict to hostility
arise
 Stage III: Intentions
Intentions
Decisions to act in a given way

Cooperativeness
Cooperativeness::Attempting
Attemptingtotosatisfy
satisfythe
theother
other
party’s
party’sconcerns
concerns

Attempting
Attemptingtotosatisfy
satisfythe
theother
otherparty’s
party’sconcerns
concerns
Assertiveness
Assertiveness
Attempting
Attemptingtotosatisfy
satisfyone’s
one’sown
ownconcerns
concerns
 Stage III: Intentions
Intentions
Decisions to act in a given way

Cooperativeness
Cooperativeness::Attempting
Attemptingtotosatisfy
satisfythe
theother
other
party’s
party’sconcerns
concerns

Attempting
Attemptingtotosatisfy
satisfythe
theother
otherparty’s
party’sconcerns
concerns
Assertiveness
Assertiveness
Attempting
Attemptingtotosatisfy
satisfyone’s
one’sown
ownconcerns
concerns
Styles of Conflict Resolution[Stage III]
Assertive Competing Collaborating

Party’s
Desire to
Compromising
Satisfy
Own
Concerns

Unassertive Avoiding Accommodating

Uncooperative Cooperative
Party’s Desire to Satisfy Other’s Concerns
.
 Styles of Conflict
Resolution[Stage III]
• Competing/Forcing
– When quick, decisive action is vital (e.g.
emergencies)
– When unpopular actions need to be
implemented (e.g. cost cutting, enforcing
unpopular rules, discipline)
– Against people who take advantage of
noncompetitive behavior
 Styles of Conflict
Resolution[Stage III]
• Collaborating
– To find an integrative solution when both
sets of concerns are too important to be
compromised
– To learn
– To merge insights from people with different
perspectives
– To gain commitment
 Styles of Conflict
Resolution[Stage III]
• Compromising
– When goals are important, but not worth the
effort or the potential disruption of more
assertive modes
– When opponents with equal power are
committed to mutually exclusive goals
– To arrive at quick solutions
– As a backup when collaboration is unsuccessful
 Styles of Conflict
Resolution[Stage III]
• Accommodating
– When you find you are wrong (show your
reasonableness)
– When issues are more important to others than
to you
– To build social credits for later issues
– To minimize loss when you are outmatched and
losing
– When harmony and stability are especially
important
 Styles of Conflict
Resolution[Stage III]
• Avoiding
– When an issue is trivial, or more important
issues are pressing
– When you perceive no chance of satisfying your
concerns
– To let people cool down and regain perspective
– When gathering information supersedes
immediate decision
– When issues seem symptomatic of other issues
 Stage IV: Behavior

Conflict Management
The use of resolution and stimulation techniques to achieve the
desired level of conflict
 Stage V: Outcomes
• Functional Outcomes from Conflict
– Increased group performance
– Improved quality of decisions
– Stimulation of creativity and innovation
– Encouragement of interest and curiosity
– Provision of a medium for problem-solving
– Creation of an environment for self-evaluation and change

• Creating Functional Conflict

– Reward dissent
Sources of Conflict
 Sources of Conflict
• Different Goals and Time Horizons
– Different groups have differing goals and focus.
• Overlapping Authority
– Two or more managers claim authority for the
same activities which leads to conflict between
the managers and workers.

.
 Sources of Conflict
• Task Interdependencies
– One member of a group or a group fails to finish
a task that another member or group depends on,
causing the waiting worker or group to fall
behind.
• Different Evaluation or Reward Systems
– A group is rewarded for achieving a goal, but
another interdependent group is rewarded for
achieving a goal that conflicts with the first
group.
 Sources of Conflict
• Scarce Resources
– Managers can come into conflict over the
allocation of resources.
• Status Inconsistencies
– Some individuals and groups have a
higher organizational status than others,
leading to conflict with lower status
groups.

.
7 Key Principles for Resolving
Interpersonal Conflict
“Conflict is the engine that drives
interpersonal and organizational growth”
 Key Principles for Resolving
Interpersonal Conflict

1. The more direct and timely the conflict

is confronted, the better…usually.

2. Be direct and tough on resolving the

problem, but gentle and respectful on
the person.
 Key Principles for Resolving
Interpersonal Conflict

3. If you err, err in the direction of

empathy, warmth and being connected
with the parties (being genuine) even if
you mess up on the techniques.
 Key Principles for Resolving
Interpersonal Conflict

4. Good conflict resolution skills are not

hard to learn…you can do it! It just
takes practice, practice, and more
practice.

5. Good skills & techniques alone are not

the answer.
 Key Principles for Resolving
Interpersonal Conflict

6. The essence of good communication

skills in resolving conflict is to be
found in the presence of integrity…a
consistency between that which we are
thinking, are saying verbally, our
bodies are communicating, how we are
feeling, and the deeper values within
our heart.
 Key Principles for Resolving
Interpersonal Conflict

7. Understanding and responding to

conflict must be viewed through
appropriate and relevant cultural
lenses.
 Creating Safe Space
For Conflict Management

It is necessary to create safe space in which to

resolve conflict. Here are a few of the things
you and I need to STOP doing if we want
to create a safe space.
 Creating a Safe Space
for Conflict Management

STOP assuming that your truth is

THE truth. What is true for you is
not necessarily true for another.
 Creating a Safe Space
for Conflict Management

STOP insisting that other people

must agree with you. Disagreement
is okay. Don’t “cross-examine”
people.
 Creating a Safe Space
for Conflict Management

STOP unconsciously assuming

that anyone else will see it the way
you see it. Always check it out.
 Creating a Safe Space
for Conflict Management

STOP invalidating other

people’s experience just because it
doesn’t agree with your
experience.
 Creating a Safe Space
for Conflict Management

STOP blaming anyone else for

how you feel or what happens to
you. Take full responsibility for
yourself.
 Creating a Safe Space
for Conflict Management

A communication technique to
maintain safe space in conflict
resolution is the circular energy flow.

Listen - Clarify - Assess - Speak