CONFLICT MANAGEMENT

WHAT IS A CONFLICT?

Opposition arising from disagreements due to inconsistent

objectives, thoughts, or emotions within or among individuals,
teams, departments or organizations.
TYPES OF CONFLICTS

 Goal conflict
 Cognitive conflict
 Affective conflict
VIEWS ON CONFLICTS
 Negative view
 Positive view
 Balanced view
CONFLICT MANAGEMENT
STYLES
 Avoidance
 Smoothing
 Forcing
 Compromise
 collaborative
 CONFLICT MANAGEMENT STYLES

Assertive Forcing Collaboration

Person’s desire
to satisfy own Compromise
concerns

Unassertive Avoidance Smoothing

Uncooperative Cooperative

Person’s desire to satisfy concerns of others

 AVOIDANCE STYLE

I don’t have enough time

I don’t have enough facts
Perhaps the best way is to proceed
as you think best

Criticism: The conflict is not solved

Example situations where avoidance style is appropriate

Minor issues
Inadequate facts and power
Others can more effectively resolve the conflict
 SMOOTHING STYLE

If it makes others happy, I wont challenge

their views
I don’t want to hurt the feelings of others
We should not risk our friendship, so let’s not
worry too much about the problem, things will
work out

Criticism: It encourages individuals to cover-up or gloss over

their feelings

Example situations where smoothing style is appropriate

Emotional conflicts
Talented employees
 FORCING STYLE

If you don’t like the way things are run get out

If you cant learn to cooperate, I am sure others who

will, can be hired

Criticism: The subordinates’ interests are ignored. The conflict is

not analysed

Example situations where forcing style is suitable

Inadequate time
Stopping people from taking advantage of him/her
 COMPROMISE STYLE

I let other people win something, if they let me

win something
I try to find out a position between theirs and
mine

Criticism: people may encourage compromise on stated issues

rather than on real issues

Example situations where compromise style is acceptable

It is not possible to achieve a win-win agreement
When conflicts block important agreements
 COLLABORATIVE STYLE

I try to get all view points & issues out in the

open

Best alternatives must be arrived through

analysing

Criticism: It is not suitable when win-win situation is not

possible

Example situations where this style is appropriate

The parties disagree over the best means to achieve the common
goals
When there is a need for high-quality decisions
 BARRIERS TO ADOPT
COLLABORATIVE STYLE
 Inadequate time
 When a manager is expected to be
autocratic
CONCLUSION