Conflict Management

Lecture 01
• Before we begin our study, please complete the
following exercises
• Exercise I
• write down on a sheet of paper the first few thing
that come to your mind when asked “what is
negotiation”.
• Exercise II
– write down on a sheet of paper the first few thing
that come to your mind when hear the word
“Conflict”
 Conflict: what is it? Where is it?
• Conflict exist whenever and wherever there is
an incompatibility of cognition(our thought or
what we believe) or emotion within individual or
between individuals.
• Perceived interdependence , conflict may be real
or perceived.
• If negotiation has no potential to benefit you,
you should not negotiate . In such circumstances
nonnegotiated option is better alternative.
 What is conflict Management ?
1. Conflict management is the ability to be able
to identify and handle conflicts sensibly,
fairly, and efficiently.
2. The practice of recognizing and dealing with
disputes in a rational, balanced and effective
way.
3. Conflict is antecedent (originator, ancestor)
of negotiation.
• Conflict is everywhere and it is inevitable.
• The subject of conflict is large and complex.
 Your personal approach to negotiation
Exercise I
Positive Approach Negative Approach
• Interaction • Contest
• Mutual benefits • Win or lose
• Interdependence • Control
• Opportunity • Problem
• Difference • Dispute
• Exchange • Struggle
• Persuade • Manipulate
• Exciting • Frightening
• Stimulating • Tension
• Challenging • Difficult
Your personal approach to conflict Exercise II

Positive approach Negative Approach

• Strengthening • Destructive
• Developmental • Pain
• Growth • War
• Courageous • Hostility
• Helpful • Threat
• Exciting • Violence
• Stimulating • Competition
• Creative • Anger
• Energizing • Distress
• Clarifying • Alienation
• Enriching • Hopeless
• good • bad
• Many perceived negotiation as conflict ; but ,
if that comes with a negative attitude or view ,
it can produce aversive drive like state which
produce rigid thinking.
• If already hold positive view toward
negotiation and conflict, you will find such a
view helpful in developing your personal
negotiation effectiveness.
 Why conflict arise?
People differ, so they:
• see things differently.
• want different things.
• have different thinking styles, which prompts them to disagree.
• are predisposed to disagree
• have different personalities
• have different status
• have ideological and philosophical differences
• have different goals
• have different approaches
• are influenced by fear, force, fairness or funds
 Nature of Conflict

• Conflict: Varied Perspectives; Belief Systems and Values;

Interests.
• The Seven Levels of Connectedness
• Nurturing — Survival of species. 
• Alliance — Obligation to family, tribe clan. Duty.
• Reciprocity — Love for nation, religion, company, goodwill on strength of
mutuality.
• Appreciation — Seek out others of different cultures, seek out diversity,
be of service.
• Comprehension — Interaction, intense involvement to seek truth.
• Altruism — Fellowship, compassion for human condition, large
perspective-inclusive.
• Agape — Unconditional love
 Causes of conflict
– Personalities
– Sensitivity /hurt
– Difference in perception and values
– Differences over facts
– Differences over fact and priorities
– Differences over method
– Competition for scare resources
– Competition for supremacy
– Misunderstanding
– Unfulfilled expectations
Functional versus dysfunctional conflict

• Functional conflict is conflict or tension within

a group that leads to positive
results. "Conflict" often carries a negative
connotation, but functional conflict means
individuals in a group discuss points of
disagreement with a spirit of collaboration.
 Outcome of functional conflict
• Conflict may stimulate innovation, creativity, and growth.
• Organizational decision making may be improved.
• Alternative solutions to a problem may be found.
• Conflict may lead to synergistic solutions to common
problems.
• Individual and group performance may be enhanced.
• Individuals and groups may be forced to search for new
approaches.
• Individuals and groups may be required to articulate and
clarify their positions.
 Dysfunctional conflict
• The conflict which obstructs the achievement
of the goals of a group is called a dysfunctional
or destructive conflict. The characteristics of a
dysfunction conflict are:
– Increased tension
– High rate of employee turn over
– Increased dissatisfaction
– Distrust
– Distraction from organizational goals.
 Outcome dysfunctional conflict
• Conflict may cause job stress, burnout, and
dissatisfaction.
• Communication between individuals and groups may be
reduced.
• A climate of distrust and suspicion can be developed.
• Relationships may be damaged.
• Job performance may be reduced.
• Resistance to change can increase.
• Organizational commitment and loyalty may be affected.
 Conflict resolution process
• Identify the source of the conflict
• Look beyond the incident
• Request solutions
• Identify solutions both disputants can
support.
• Agreement
 APPROACHES OR SCHOOL OF THOUGHT TO CONFLICT MANAGEME NT

•  THREE SCHOOL OF THOUGHT

1. The traditional approach
2. The human relations approach
3. The Inter actionist approach
 Traditional approach
• The traditional view is that conflict is bad and should be
avoided.

• The approaches foster both conflict avoidance and

competitive behavior interaction.
• This is the view that many people learn unconsciously, and it
is a view that cause anxiety about negotiation and fosters
avoidant negotiating styles.

• Such unconscious negative learning is predominant in

western cultures and is related to cultural norms.
• During early years , we may be taught
behaviors that perpetuate the traditional view.
Admonition that may sound familiar and teach
us that conflict is bad and should be avoided
includes phrases such as :
• “ if you can’t say anything nice , don’t say
anything at all.
• Don’t start a fight “.be nice –just get along.
 The human relations approach

• This thought says that conflict is natural and

sometimes functional and other times
dysfunctional.
• According to this view
– Conflict can be mechanism through which views and
opinion are made known and through which
opportunity and creativity and persuasion born.
– Conflict increase integration and communication.
– Focus on more positive aspects of conflict expand and
improve negotiation strategy.
 The Interactionism approach

• This view hold that conflict is inevitable and that maintaining and managing
certain degree of it can actually be helpful.

• This general approach to conflict is to embrace it.

• This school of thought views conflict as a positive force except when it

misguided , improperly avoided or mismanaged.

• Some example of positive effects from conflict include multiples views,

diversity in all aspects , cohesion , meeting deadlines and creativity .
• This a positive view of conflict , if adopted will aide in developing effective
negotiation strategies.

• It is important to recognized that there are two keys. One key is correct
diagnosis and the other is the appropriate strategy and action.
Conflict Process
Using two dimensions cooperativeness (the degree to which one party attempts to satisfy
the other party’s concerns) and assertiveness (the degree to which one party attempts to
satisfy his or her concerns) five conflict-handling intentions can be identified.

1. Competing (I Win, You Lose), 2. Collaborating (I Win, You W

3. Avoiding (No Winners, No Losers), 4. Accommodating (I lose, You win), and
5. Compromising (You Bend, I Bend).
SOURCES OF CONFLICT.
 SOURCES OF CONFLICT.
1. Change
Implementation of new technology can lead to stressful change. Workers
who don't adapt well to change can become overly stressed, which increases
the likelihood of conflict in the workplace.

2. Interpersonal Relationships
When different personalities come together in a workplace, there is always
the possibility they won't mesh. Office gossip and rumors can also serve as
a catalyst for deterioration of co-worker relationships.

3. Supervisor vs. Employee

Just as co-worker personalities may not mesh, a supervisor and employee
can also experience conflict. A supervisor who is seen as overbearing or
unfair can rub an employee the wrong way, which makes the
working relationship more difficult.

4. External Changes
When the economy slides into a recession or a new competitor enter in market
and steals some of a company's market share, it can create tension within
the company. This stress can lead to conflict between employees and
even between upper levels of management.
5. Poor Communication
Companies or supervisors that don't communicate effectively can
create conflict. For example, a supervisor who gives unclear instructions
to employees can cause confusion as to who is supposed to do what,
which can lead to conflict.

6. Poor Performance
When a worker in a department is not "pulling his weight," it can lead
to conflict within the department, perhaps even escalating into
a confrontational situation. A supervisor who fails to acknowledge or
address the situation can add fuel to the fire.

7. Harassment
Harassment in the workplace can take many forms, such as sexual or
racial harassment or even the hazing of a new employee. Companies
that don't have strong harassment policies in place are in effect
encouraging the behavior, which can result in conflict.

8. Limited Resources
Companies that are looking to cut costs may scale back on resources
such as office equipment, access to a company vehicle or the spending
limit on expense accounts. Employees may feel they are competing
against each other for resources, which can create friction in the workplace.
9 . Lack of Role Clarification
Conflict can emerge when it is unclear who is responsible for what task or what
part of a project. Clear job descriptions and expectations can reduce this
contributor to conflict.

10. Incentive and Reward System 

When tasks are independent, competition can hurt cooperation among
members and performance may actually decline. For example, when all
students in a group received the same grade regardless of individual
contribution, coordination, communication and quality seem better. But when
students are graded according to their personal contributions to the group, they
try to succeed at the expense of others and seem more frequently in conflict.