CONFLICT

MANAGEMENT

Zain Aman
Police Training Academy
What is conflict?
• Conflict is a disagreement between two or more parties with respect
to their values, opinions, needs and/or interests.

• No two individuals can think alike

• There is always a difference in their processes

• Conflict arises when people cannot find a middle
way around.
 Factors of Conflict
• Cultural
ic a ti o n
m m u n c tu re • Ethical
•C o a l S tr u
iza tio n • Gender in
n
• Orga b a la n c e
lit y, equality
e r im e rs o n a • Resource
•P ow o r s ( P s availability
a l F a c t /scarcity
n • Policy diff
• Per s, Priorities)
so
m e rs, erences
Need p (B o o • Stress
o n a l ga
n e r a ti -Z) • Ambiguity
• Ge ia ls , G e n
over roles
Mille n
Levels of Conflict
1. Intrapersonal Conflict:
• Takes place within one’s own self.
• May arise out of our own thoughts, emotions, ideas, values and
predispositions.
• Struggle between what we
“want” and what we “need”
Levels of Conflict
2. Interpersonal Conflict:
• Takes place between two or more people.

• Results from difference in personalities,

goals, perceptions or priorities.
Levels of Conflict
3. Intragroup Conflict:
• Takes place between two or more people within a group.

• Results from people with varying

experiences, ideas and thoughts working
on a common goal in the same group.
Levels of Conflict
4. Intergroup Conflict:
• Takes place between two or more groups.

• Results from difference in goals,

stakes and priorities.
Disadvantages of conflict
• Derails projects
• Damages relationships (Personal or Professional)
• Loss of organization’s business
• Drains motivation
• Low morale
• Emotional exhaustion
Advantages of Conflict
• Nurtures Creativity
• Strengthens bonds with people
• Better work outcomes
• Opportunity to learn and grow
• Leads to job Satisfaction
• Satisfaction with the organizations
 Stages of Conflict

Conflict results in
Functional or
Dysfunctional outcome
Emotions and feelings
are expressed with
actions and behaviors
4.Manifest 5.Aftermath Emotional reactions
are developed and
brought into conflict
Conflict is noticed and
course of action is
chosen
The ground is set for
1.Latent
conflict but no one has
2.Perceived 3.Felt
realized it yet
Famous Theories of Conflict
Classical/
Neo-realism
Liberalism

Marxism Feminism
Types of Conflict (Organizational Conflict)

Relationship Task Process Status

•Clash of •Disagreement •Conflict not •Conflict over
over task or goal one’s standing
personalities to accomplish about What
•Emotional in a group
•Functional in
•Involves ego nature
but How to •Appears when it
•Critically carry out comes to
•May become sharing the
important to things at
painful to make strategic credit of
manage decisions work success.
Models of Organizational Conflict
• Bargaining Model
• In organizations generally the reason for potential conflict is discrepancy between the aggregated
demands of the competing parties and available resources.
• In such cases, the attempts for conflict resolution usually focus on either reducing the demands or
increase the pool of available resources.
• Bargaining involves both Cooperative (joint problem solving) and Competitive (strategic bargaining)
sub processes.
• This model is about the problems of competition.
 Models of Organizational Conflict
• Bureaucratic Model
• Appropriate for the analysis of conflicts along the vertical dimensions of a hierarchy.

• Vertical conflicts in an organization usually arise because superiors attempt to control the behavior
of subordinates, and subordinates resist such control.

• Superiors are likely to interpret subordinate resistance as due to resentment of the exercise of
personal power.

• This model is about the problems of control.

Models of Organizational Conflict
• Systems Model
• Appropriate for the analysis of conflicts among the parties to a functional relationship.

• Or in other words, the systems model is concerned with "lateral" conflicts or conflicts among persons
at the same hierarchical level.

• A common example, is a conflict between a Marketing Manager and a Production Manager in a

company.

• This model is about problem of coordination.

Conflict management
Conflict Management involves steps taken to prevent conflict and to
resolve the conflict (if any) in effective manner.
Conflict Resolution Techniques
Conflict Resolution Techniques
It is a desire to satisfy one’s
own interest regardless of its
impact on the other party
(Assertive and non-Cooperative)
For Example:
A sports competition
Conflict Resolution Techniques
It is a situation where each
party is willing to give up
something. There is no clear
winner or loser.
(Unassertive and Uncooperative)

For Example:
Situation after war between
countries.
Conflict Resolution Techniques
It is a willingness to place the
opponent’s interest above one’s
own. One sacrifices their own
goal to maintain the goals of
(Unassertive and Cooperative)
others.

For Example:
Unhealthy relationships
Conflict Resolution Techniques
It is a desire to suppress
conflict. It includes ignoring the
conflict and avoiding others
with whom we disagree.
(Unassertive and Uncooperative)

For Example:
Being afraid to confront
someone.
Conflict Resolution Techniques
It is a desire to satisfy all the
parties. Through this approach,
we create a win-win situation
for everyone.
(Assertive and Cooperative)

For Example:
A business meeting.
Thank you