CHAPTER 10

THE PARADOX OF CONFLICT

SUBMITTED BY: GROUP 3

 1 2 3 4 5
The way increasing Significance of Method of stimulating Factors required to Identifying issues that
conflict becomes a part functional conflict in creativity in group by stimulate creativity in should be taken care of
of conflict management organizational set-up idea generation individual employees while making work
techniques environment stimulating
.

LEARNING OBJECTIVES

2
Perspectives
 Traditional : Conflicts must be avoided.
 Human Relation : Conflicts are natural and inevitable
 Interactionist: Not only positive force but also necessary to
perform effectively Benefits
 Solving problems in a better way
 Learning about other’s feelings
 Sharing backgrounds
Conflict as a productive force
 Deeper and stronger relationships

Stimulation
Knowledge & Innovation & Improved  Creative and effective decisions
Skills Productivity Performance
Need For Increasing Conflict In Organizations

 Conflicts should be fostered to ensure

creativity  Too much conflict
 Skillful and cautious considerations leads to chaos and
 Functional conflicts can bring out disorder
diverse ideas and styles  Conflict needs to be
 More effective decisions. reduced.

 Employees are apathetic,

stagnant & non-responsive
 Lack of innovation and
Low Motivation
 Group norms prohibit
innovation
 Components of Creativity
 Refers to knowledge an
individual has and can be
applied
 Examples: Technical,
procedural,. intellectual
Expertise

Creativity

Creative
 How flexibly and Motivation  Inner passion to
imaginatively people Thinking solve the problem.
approach problems.  Two types: Intrinsic
 Examples: problem & extrinsic
solving, mapping,  Intrinsic is more
networking, judging, effective than
imaging etc. extrinsic.
STIMULATING
CONFLICT
THROUGH IDEA
GENERATION

Help in having fresh

look.
Breaks the mental
set-up
Provides new
perspectives .

Successful group
incorporates both
Innovation & Routine.
 1 2 3 4
Brainstorming Group Passing Group Communication Nominal Group
Letting the mind think Technique Free Association People working
without interruption Passing the piece of paper Social Facilitation independently rather than
to the next person in a interacting with each other.
clockwise direction.

TECHNIQUES USED FOR GENERATION OF IDEAS

7
BRAINSTORMING
The key to brainstorming
is not to interrupt thought
process.

It is based on the
principle that quantity
breeds quality.
It can be done either
individually or in a
group.
No criticism , the
wilder the session ,the
better.

8
GROUP PASSING
TECHNIQUE
Each person in a group
writes down one idea &
the passes the piece of
paper to the next person
in a clockwise direction,
who adda more thoughts
to what is already
written.
This is repeated
until everybody
gets his/her original
paper back.

Alternative technique
is “IDEA BOOK”.
9
 GROUP
COMMUNICATION

Free Association

Social Facilitation

10
NOMINAL GROUP
People work
independently in a
group.

They individually write

down their ideas, then
each member present one
idea to the group.

Once all ideas

presented , ranking is
done by individuals.

11
PREPARATION
SELECT THE NGT LEADER

SELECT THE TEAM MEMBERS

SELECT THE MEETING SPOT

 The Meeting
ELECTRONIC MEETING
 A computer software that facilitates group
discussion-making
 Everyone has his own computer
 There is scope for anonymous contribution
 Comments and responses are posted on a
projection screen
 Spurs creativity and increases productivity
DELPHI TECHNIQUE
 Identify issues and solicit ideas
 Respond to the first questionnaire
 Create and send the second questionnaire
 Response to the second questionnaire
 Create and send the third questionnaire
 Continuation of the process
 Resolution
STIMULATING
CONFLICT BY
MOTIVATING
INDIVIDUAL
EMPLOYEES

A technique that
motivates individual
employees is one of
the best methods to
get better ideas from
them.
 FEW OF THE METHODS ARE SUGGESTED BELOW

Challenging task.

Setting high but reasonable standards.

Rewarding

Networking

Being Receptive

Supportive & Constructive Feedback

Letting Employees personalize

15
 Introducing Conflict

 Bringing Outsiders

 Restructuring the Organization

 Appointing a Devil’s Advocate

 Dialoguing

 Ladder of Inference
Making Work Environment Creative

 Foster Collaboration

 Facilitate a Supportive Communication Climate

 Provide Continuous Feedback

 Embrace Diversity

 Maintain an Intrapreneurial Climate

 Avoid Defensive Communication

TEACH A COURSE 18
 Making Work Environment Creative

 Foster Collaboration

 Facilitate a Supportive Communication Climate

 Provide Continuous Feedback

 Embrace Diversity

 Maintain an Intrapreneurial Climate

 Avoid Defensive Communication

TEACH A COURSE 19
 Increasing Creativity by Resolving Workplace Conflicts

Two Types of Conflict:

1. Affective

2. Cognitive

Ways of Turning Dysfunctional Conflict into

Functional:

1. Agreement Seeking

2. Encouraging Informal Communication

 Making Work Environment Creative
A Introducing Ensuring Proper
Clear Cut Controversial Good and Seating
Agenda Issues at the Friendly Arrangement
End Atmosphere

Frankness Monitoring
and Negative Celebrating
Disintegration Diversity
Openness Feelings

Ways of Handling Meetings

21