Workplace Conflicts

Dr Navreet
Associate Professor
Chitkara Business School
LECTURE 5(b)

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Conflict?

Types?

Symptoms?

Sources?

Remedies/Strategies to Resolve?
Conflict is a disagreement between two or more
parties due to actual or perceived incompatible
concerns.

Conflicts exist whenever an action by one party is

perceived as interfering with the goals, needs, or
actions of another party.

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CONFLICTS WITHIN ORGANISATIONS
Disagreements between:

•Individuals
•Departments
•Organizations
•Countries

The term ‘conflict’ sounds negative but it can stimulate

creative problem solving and improve the situation for all
concerned parties.
The outcome determines whether the conflict is
functional or dysfunctional. If managed constructively, it
can be functional and enhance performance. 5
Intra-individual Conflicts. Hero Honda Plant Conflict. Manesar Conflict
Ethical Conflicts
• Traditional View: All conflicts are harmful n must
be avoided

• Human Relations View: Conflict is natural and

inevitable outcome in any group

• Interactionist View: Conflict is not only a positive

force in a group but absolutely necessary for a
group to perform effectively

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Views on Conflicts
Conflict stimulation techniques
It is important to notice the symptoms of an
underlying conflict and act proactively.

If conflicts go unaddressed, they will affect

productivity and teamwork.

The First Step: Identify the

Conflict 7
•Dysfunctional meetings. Staff meetings must be productive and
have brainstorming sessions. The meetings will be of no use if some
people dominate the conversation while others appear annoyed or
distracted.

•Anger. Any angry outburst that looks like an over-reaction needs to

be addressed immediately. It may not be indicative of a first-time
upset.

•Productivity slowdowns. When people are not happy with the

work environment, they tend to focus less on their work. A
noticeable decline in the company's productivity may be the result
of serious underlying conflicts.
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•High turn-over. Nobody enjoys looking for a job, so the fact that
people are leaving indicates an internal problem.

•Loss of trust. Trust is essential in any work environment, whether

between employees or between employees and management.

•Anxiety. Are there certain individuals who seem anxious or on edge

most of the time? Maybe they avoid social interactions, are always
doubting their work or asking more than the normal amount of
questions. Anxiety is often an indicator that there may be an issue
brewing on an interpersonal level.

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•Clique forming. Employees should be working as a team. If there
seems to be a division into cliques or the same employees always
seem to team up on projects, then the company isn't functioning as one
body and is not being as productive as possible.

•Repetitive disagreements. Does it seem that the same employees

always disagree? Is the conflict often over petty matters? There is a
communication issue that needs to be confronted immediately.

•Inappropriate communications. This can be in the form of emails

that are rude or use inappropriate language. Rudeness in speech or a
disregard for another's opinion is an indicator that something is going
to blow up soon.

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Causes/Sources of Conflicts 11
• Clash of ideas or perspectives

• Personal variables: Low esteem, values,

personality types A & B

Internal Sources 12
 1. Workplace discrimination in terms of faulty reward
systems
2. Workplace harassment
3. Occupational stress due to different organizational
roles and goal Incompatibility
4. Lack of professionalism
5. Unethical behavior
6. Hierarchy and Leadership
7. Interdependence and scarcity of resources
8. Group size
9. Work force diversity

External Sources 13
1. Goal Conflict
2. Cognitive Conflict
3. Affective Conflict
4. Procedural Conflict

Classification of conflicts
based on their sources 14
Don't fear conflict; embrace it - it's your job.”

This is the mantra of effective leaders and managers. The

ability to recognize conflict, understand the nature of
conflict, and to be able to bring its swift and just
resolution is the hallmark of an effective leader.

Resolving a conflict is a kind of a “psychological

turn around” which results in saving the
organization from a death spiral.

Conflict Management 15
THE DEATH SPIRAL

Marked by secrecy and denial can be turned

around by dialogue and by re-opening of
communication channels. Also blame and scorn
needs to be replaced with respect for each
other’s ideas and abilities.

The ultimate aim is collaboration and a

collective commitment to new courses of action
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Conflicts in the workplace are unavoidable. The
mixture of employees with different
personalities, positions and visions almost
ensures that controversies and conflicts will
arise.

Therefore, eliminating conflict altogether can be

a futile effort; constant agreement between
employees on goals, projects and policies will
likely never happen.

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Talk to your team: Regularly communicating with your subordinates is
an effective way to know what’s going on with them. Saying hello
and checking in with each team member every day can help to build
trusting relationship. Your employees may be more likely to be open
about a problem if they feel you are approachable and that you
genuinely care as a boss

Listen to your subordinates and take their complaints seriously:

Though some issues may sound petty and not worth your time,
often small complaints are an indication of much larger problems.

Few Tips 18
Observation and Communication
3. Recognize personality conflicts among your team members:
Conflicts can exist in numerous ways, but not getting along can
hurt productivity. Sitting both employees down for a discussion
can help to alleviate the problem. It may be necessary to
establish clear guidelines and processes for the team members
to use when communicating and working together.

4. Hold weekly department meetings: Allow employees to

voice their concerns over any issues, projects or communication
differences. Establish guidelines for the staff to follow when
discussing issues so that the meeting remains productive and
under control. For example, rather than just allowing someone to
complain, require that they present both the problem and a
possible solution. The group can then discuss the proposed
solution. 19
Strategies / Styles for Interpersonal
Conflict Resolution:
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Revolve around two major dimensions:

1. Concern for others

2. Concern for self

An individual can use both of these

depending on the context and the people
involved (friend, stranger after a car
accident)
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 Asse
Asser
(Uncoo
Win-

Compromising

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(Coope
Unasse
Unass
(Uncoo
Mediation
Negotiation (Intercultural differences)
Bargaining

Other Strategies 23
Let us never negotiate out of fear. But let us never fear to negotiate.
(John F. Kennedy)
THANK YOU

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