WORKPLACE CONFLICT &

STRATEGIES FOR MANAGEMENT

 Course Objectives
By the end of this session, participants will
be able to:
• Explain what workplace conflict means.
• List and discuss the different views and
levels of conflict.
• List the causes of conflict in the
workplace.
• List & discuss the different styles of
Conflict management and the conflict
resolution process.
 What is Conflict?

Conflict is a condition that exists anytime

two or more people disagree over an issue
or situation.
 What is Workplace Conflict?

• Workplace conflict is disagreement or

opposition between/among individuals,
teams or departments in an organisation.

• Conflict is a natural phenomenon, neither

inherently good or bad, but there may be
positive or negative outcomes.
 What is Workplace Conflict?
(cont)
• Conflict is inevitable and often
good.
• Conflict is not the same as
discomfort. The conflict isn't the
problem - it is when conflict is
poorly managed that is the
problem
 Views About Conflict
Three Views of Conflict

– Traditional View
2. Human Relations View
3. Interactionist View
 The Traditional View

• This approach assumes that all

conflicts hamper performance.

• Conflicts due to
occur
communication, poor of
lack between people, openness
trust and the failureand
of managers to be open to their
employees.
 The Human Relations View

• This approach assumes that conflicts

occur naturally in all
groups and
organizations.
• It is natural and cannot be avoided, hence
it should be accepted.
• It cannot be removed and it may play
a role in group performance.
 The Inter-actionist View

• This approach encourages conflict because it

believes that a peaceful and cooperative group
may become constant and may not respond to
the need for change and innovation.

• Group leaders should maintain sufficient conflict

so that the group remains creative and self-
critical.
 Levels of Conflict
Conflicts can be at
• Intrapersonal level (conflict within the individual)
• Interpersonal level (individual to individual
conflict)
• Inter-group level
• Inter-organizational level
 Intrapersonal conflict
• These conflicts involve the individual alone.
• It can be of three types (Schermerhorn et al, 2002):
• Approach – approach conflict: It occurs when a person has to
choose between two positive and equally attractive alternatives. For
example, choosing between promotion in the organization or a new
job with another firm.
• Avoidance – avoidance conflict: It occurs when a person has to
choose between two negative and equally unattractive alternatives.
For example, to make a choice between accepting a job transfer to
another town or have the employment terminated.
• Approach – avoidance conflict: It occurs when a person has to
choose between something that has both positive and negative
results. For example, accepting or not accepting a job with a higher
pay but with increased responsibilities that demand a lot of personal
time.
 Interpersonal conflict

• It occurs between two or more

individuals who are against one
another.
 Inter-group conflict

• It occurs among members

of different teams or groups
 Inter-organizational conflict

• It occurs due to competition and

rivalry between firms that operate
in the same markets
 Causes of Conflict
• Misunderstandings
• Personality clashes
• Competition for resources
• Authority issues
• Lack of co-operation
• Differences of opinion
• Low performance
• Values or goal differences
 Managerial Actions that Cause
Workplace Conflicts
• Poor communications
• The alignment or the amount of
resources is insufficient.
• "Personal chemistry", including
conflicting values or actions among
managers and employees.
• Leadership problems
– Passing the buck
 Typical Responses to Conflict
• Avoid the person
• Change the subject
• Try to understand the other person’s point of
view
• Find a judge/arbitrator
• Play the martyr
• Give in
• Apologize
• Whine or complain
 Typical Responses to Conflict
• Fight it out
• Pretend to agree
• Try to find common ground
• Admit that you are wrong
• Turn the conflict into a joke
• Work toward a mutually agreeable solution
 Constructive Conflict
Conflict is constructive when it
• Results in clarification of important problems and issues
• Results in solutions to problems
• Involves people in resolving issues important to them
• Causes authentic communication
• Helps release emotion, anxiety, and stress
• Builds cooperation among people through learning more
about each other;
• joining in resolving the conflict
• Helps individuals develop understanding and skills
 Destructive Conflict
• Takes attention away from other important
activities
• Undermines morale or self-concept
• Polarizes people and groups, reducing
cooperation
• Increases or sharpens difference
• Leads to irresponsible and harmful
behavior, such as fighting, name-calling
 Advantages of Conflict
• Helps to raise and address problems.
• Energizes work to be on the
most appropriate issues.
• Helps people "be real", for
example, it motivates them to
participate.
• Helps people learn how to recognize and
benefit from their differences.

• Improves communication
 Disadvantages of Conflict
• Lost work time and productivity
• Lost employees / high turnover
• Damage to organization reputation
• Sabotage, theft, damage
• Lowered job motivation
• Health costs due to stress
• Legal costs due to litigation
 CONFLICT MANAGEMENT
STYLES

• Force
• Avoidance
• Accommodation
• Compromise
• Collaborative
 CONFLICT MANAGEMENT
STYLES (cont)
• Force – It is a victory achieved due to force, superior skill, or
domination of one party. It is a win-lose situation.

• Avoidance – In avoidance, every one shows that the

conflict does not really exist and hopes that it will finish.

• Accommodation – It involves hiding the differences between the

conflicting parties and showing areas of agreement.

• Compromise – It occurs when each party gives up something for

the sake of the other. No party is fully satisfied.

• Collaboration – It involves appreciation by all conflicting parties

that something is wrong and needs attention.
 CONFLICT MANAGEMENT
STYLES (cont)
Approach Objective Your Posture Supporting Rationale Likely Outcome

Forcing Get your way. “I know what’s right. It is better to risk You feel vindicated,
Don’t question my causing a few hard but other party feels
judgment or feelings than to defeated and
authority.” abandon a position possibly humiliated.
you are committed
to.
Avoiding Avoid having to deal “I’m neutral on that Disagreements are Interpersonal
with conflict. issue. Let me think inherently bad problems don’t get
about it.” because they create resolved, causing
tension. long-term frustration
manifested in a
variety of ways.
Accommodating Don’t upset the other “How can I help you Maintaining Other person is likely
person. feel good about this harmonious to take advantage of
encounter? My relationships should you.
position isn’t so be our top priority.
important that it is
worth risking bad
feelings between us.”
 CONFLICT MANAGEMENT
STYLES (cont)
Approach Objective Your Posture Supporting Rationale Likely Outcome

Compromising Reach an “Let’s search for a Prolonged conflicts distract Participants

agreement quickly. mutually agreeable people from their work become
solution.” and engender bitter conditioned to
feelings. seek an
expedient,
rather than
effective
solution.

Collaborating Solve the problem “This is my position. The positions of both parties Participants
together. What is yours? I’m are equally important find an
committed to finding the (though not necessarily effective
best possible solution.” equally valid). Equality solution.
emphasis should be placed
on the quality of the outcome
and the fairness of the
decision-making.
 CONFLICT MANAGEMENT
STYLES (cont)

• It’s likely that a person employs more than

one style, depending on the situation, but
usually one style dominates.

• Certain styles may be appropriate for

certain situations.
 Conflict Resolution
Process
• Managing conflict constructively
depends in large measure on
clear, open, and honest
communication
 Conflict Resolution Process (cont)
• Find a good time and place to talk.
• Discuss the problem - Clarify issues
– Get all the facts
– Use active (aka reflective) listening
– Use “I” messages
– Focus on the problem, not the person
– Avoid communication blockers
 Conflict Resolution Process (cont)
• Generate a variety of options;
brainstorm
• Choose a solution that works for
everybody
• Try the solution. If it doesn’t work,
go back to step three and
renegotiate.
Thank You