Chapter 8

Conflict
Management
 Define Conflict
• Conflict is a perception.
• A process that begins when one party perceives that
another party has negatively affected, or is about to
negatively affect, something that the first party cares
about.
• Conflict is any situation in which two or more
parties feel themselves in opposition.
• Disagreement among two or more individuals,
groups, or organizations.
• It is natural, and inevitable (certain to happen).

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Transitions in Conflict Thought (Changing Views
of Conflict)
1. Traditional View of Conflict
The belief that all conflict is harmful and must be avoided
Conflict is viewed negatively and is associated with
destruction, irrationality, violence, agitation(emotional
disturbance).
Prevalent view in the 1930s-1940s
Conflict resulted from:
• Poor communication
• Lack of openness
• Failure to respond to employee needs
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 2. Human Relations View of Conflict
The belief that conflict is a natural and inevitable
outcome in any group and as such should be accepted.
Conflict is bound to arise in organization because an
organization is composed of individuals having
different goals, values and perceptions.
So conflict is unavoidable and need not always be
detrimental.
Under certain conditions, it could lead to more
innovative solutions to problems.
Prevalent from the late 1940s through mid-1970s

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 3. Interactionist View of Conflict
 The belief that conflict is not only a positive force
in a group but that it is absolutely necessary for a
group to perform effectively.
 This view argue that if harmony, peace and
cooperativeness prevail in an organization for a
long time, the organization is likely to become
non-responsive to innovation and change.
 A minimum level of conflict is required to enhance
competency and creativity.
 Current view of conflict.

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 Forms of Interactionist Conflict
A. Functional Conflict
Conflict that supports the individual and group goals and
improves its performance
Constructive form of conflict
Issue oriented ( administrative or technical nature)
Have positive effects on individuals, groups and
organizations.
B. Dysfunctional Conflict
Conflict that hinders group performance
Destructive form of conflict.
Personality oriented
Based on animosities and deep rooted personal feelings and
attitudes
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 Types of Interactionist Conflict
1. Task Conflict
• Conflicts over content and goals of the work
• Low-to-moderate levels of this type are
FUNCTIONAL
2. Relationship Conflict
• Conflict based on interpersonal relationships
• Almost always DYSFUNCTIONAL
3. Process Conflict
• Conflict over how work gets done
• Low levels of this type are FUNCTIONAL

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 Causes of Conflict
1. Incompatible goals
2. Different values and beliefs
3. Scarce resources
4. Task interdependence
5. Ambiguous rules
6. Communication problems.

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 Conflict Management
 The use of resolution and stimulation techniques
to achieve the desired level of conflict
 If there is no conflict, there is no challenge
 If conflict is too high, it brings a great loss to
organization.
 Management of conflict involves conflict
stimulation techniques and conflict resolution
techniques.

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 Conflict Stimulation Techniques
These techniques help in stimulating the conflict
when it is at a very low level.

Communication(use of threatening message)

Bringing in outsiders
Restructuring the organization(realigning work
groups, altering rules & regulations)
Firing an insider
Appointing a Devil’s advocate
Rewarding dissent
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 Conflict Resolution Techniques
Resolve the conflict when it has reached a very high
proportion
• Problem solving
• Super-ordinate goals
• Expansion of resources
• Avoidance ( ignoring, imposing a solution)
• Smoothing( highlighting similarities)

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 Conflict Resolution Techniques

• Authoritative command( Use of formal power)

• Altering the human variables(human relations
training programs)
• Altering the structural variables (job redesign,
transfers, creation of coordinating position)

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 Negotiation
• A process in which two or more parties exchange
goods and services and attempt to agree on the
exchange rate for them.

• A process that occurs when two or more parties

decide how to allocate scarce resources.

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The Negotiation
Process

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 1. Preparation and planning
Before entering into the negotiation process, do homework.
What’s the nature of conflict?
What is the history leading up to this negotiation?
Who is involved and what are their perceptions of the
conflict?
What do you want from the negotiations?
What are your goals?
Make sure that goal stays paramount in discussion and
doesn’t get overshadowed by other issues.
Put your goals in writing and develop a range of outcomes
from ‘most hopeful’ to ‘minimally acceptable’.
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 1. Preparation and planning
Understand the position of other parties
• Their goals

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 2. Definition of the ground rules
Who will do the negotiation?
Where it will take place?
What time constraints, if any, will apply?
To what issues will negotiation will be limited?
Will you follow a specific procedure if an impasse is
reached?

During this phase, parties will also exchange their initial

demands or proposals.

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 3. Clarification and justification
When you have exchanged initial positions, both parties
will
• Explain
• Amplify
• Clarify
• Bolster and
• Justify demands
It’s an opportunity for educating each other on the issues,
why they are important, and how you arrived at your initial
demands.
Provide other parties with any documentation that supports
your position.
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 4. Bargaining and problem solving
The essence of the negotiation process is the actual
give and take in trying to reach to an agreement.

This is where both parties need to make concessions.

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 5. Closure and implementation
• Formalizing agreement and developing procedures
necessary for implementing and monitoring it.

• Handshake.

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