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Amity School of Business

Transitions in Conflict Thought
Traditional View All conflict is harmful and must be avoided. Human Relations View Conflict is a natural and inevitable outcome in any group and need not be negative. Interactionist View Conflict is encouraged to prevent group from becoming stale.
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2 . something that the first party cares about. • Process that begins when one party perceives that another party has negatively affected.Amity School of Business CONFLICT • The struggle that arises when the goaldirected behavior of one person or group blocks the goal-directed behavior of another person or group. or is about to negatively affect.

Amity School of Business CONFLICT IS AN INEVITABLE AND UNAVOIDABLE PART OF OUR EVERYDAY PROFESSIONAL AND PERSONAL LIVES 3 .

CONFLICTS OCCUR AT ALL LEVELS OF INTERACTION. BUT ON HOW THE CONFLICTS ARE RESOLVED. THUS. CONFLICT IS A CRITICAL EVENT IN THE COURSE OF A RELATIONSHIP. 4 . WHETHER A RELATIONSHIP IS HEALTHY OR UNHEALTHY DEPENDS NOT SO MUCH ON THE NUMBER OF CONFLICTS BETWEEN PARTICIPANTS.Amity School of Business REALITY OF CONFLICT & EFFECTIVE COMMUNICATION • • • • CONFLICT BETWEEN PEOPLE IS A FACT OF LIFE.

Amity School of Business ARE CONFLICTS FUNCTIONAL OR DYSFUNCTIONAL? 5 .

6 . • DELAY OR PREVENT THE ATTAINMENT OF A GOAL OR FRUSTRATE AN INDIVIDUAL. • MAKE EMPLOYEES UNPRODUCTIVE. DEVASTATING OR ON A POINT OF BREAKING.Amity School of Business CONFLICTS ARE DYSFUNCTIONAL WHEN• SITUATION IS THREATENING.

4 here Functional Dysfunctional 7 .Amity School of Business Insert Figure 18.

Amity School of Business CONFLICT ARE FUNCTIONAL WHEN• IT PROMOTES INNOVATION. WHICH MAKE ORGANISATIONAL GROWTH POSSIBLE. CREATIVITY AND DEVELOPMENT OF NEW IDEAS. •AND THE REALITY IS ALL THE MAJOR REFORMS AND CHANGES OCCUR AS A CONSEQUENCE OF CONFLICT. 8 . MUTUAL RESPECT AND CLOSENESS. •EMPLOYEES ARE PRODUCTIVE – LEADING TO DEEPER UNDERSTANDING.

Amity School of Business The Conflict Process 9 .

Relationship and process conflict. • Interpersonal • Intrapersonal 10 .Amity School of Business Types of Conflict • Interorganizational • Intraorganizational • Intergroup • Intragroup: Task.

different goals • Conflict of ideas.Amity School of Business Causes of personal conflict • Conflict of aims.different interpretations • Conflict of attitudes .different opinions • Conflict of behavior.different behaviors are unacceptable 11 .

Sources of Organizational Conflict • Differentiation – Differences in functional orientation – Status inconsistencies Amity School of Business • Task relationships – Overlapping authority – Task interdependence – Incompatible evaluation systems • Scarcity of resources 12 .

Amity School of Business Assertiveness Insert Figure 18.6 here Cooperativeness 13 .

Amity School of Business Conflict Handling/Resolution Styles  Avoiding Style (Lose-Lose)  Unassertive and uncooperative  Competing Style (win-lose)  Assertive and uncooperative  Accommodating Style (Lose-Win)  Unassertive and cooperative  Collaborating Style (win-win)  Assertive and cooperative  Compromising Style (no win-no lose)  Intermediate level of assertive and cooperative behaviors 14 .

no losers – Fundamental premise: This isn't the right time or place to address this issue – Strategic philosophy: Avoids conflict by withdrawing. 15 . • When you are too emotionally involved and others around you can solve the conflict more successfully. • Postponing may make matters worse. or postponing – When to use: • When the conflict is small and relationships are at stake • When you're counting to ten to cool off • When more important issues are pressing and you feel you don't have time to deal with this particular one • When you have no power and you see no chance of getting your concerns met. – Drawbacks: • Important decisions may be made by default. sidestepping. • When more information is needed.Amity School of Business • Avoiding – No winners.

Amity School of Business • Competing – I win. you lose – Fundamental premise: Associates "winning" a conflict with competition – Strategic philosophy: When goals are extremely important. one must sometimes use power to win – When to use: • When you know you are right • When time is short and a quick decision is needed • When a strong personality is trying to steamroller you and you don't want to be taken advantage of • When you need to stand up for your rights – Drawbacks: • Can escalate conflict • Losers may retaliate 16 .

the trauma of confronting differences may damage fragile relationships – Strategic philosophy: Appease others by downplaying conflict. you win – Fundamental premise: Working toward a common purpose is more important than any of the peripheral concerns.»Accommodating Amity School of Business – I lose. thus protecting the relationship – When to use: • When an issue is not as important to you as it is to the other person • When you realize you are wrong • When you are willing to let others learn by mistake • When you know you cannot win • When it is not the right time and you would prefer to simply build credit for the future • When harmony is extremely important • When what the parties have in common is a good deal more important than their differences – Drawbacks: • One's own ideas don't get attention • Credibility and influence can be lost 17 .

• When the people involved are willing to change their thinking as more information is found and new options are suggested. you win – Fundamental premise: Teamwork and cooperation help everyone achieve their goals while also maintaining relationships. • When you don't want to have full responsibility • When you want others to also have "ownership" of solutions. – Drawbacks: • The process takes lots of time and energy. 18 .Amity School of Business • Collaborating – I win. – When to use: • When there is a high level of trust. – Strategic philosophy: The process of working through differences will lead to creative solutions that will satisfy both parties' concerns. • Some may take advantage of other people's trust and openness.

19 . – Strategic philosophy: Both ends are placed against the middle in an attempt to serve the "common good" while ensuring each person can maintain something of their original position. • When time can be saved by reaching intermediate settlements on individual parts of complex issues.Amity School of Business • Compromising – You bend. I bend – Fundamental premise: Winning something while losing a little is OK. – Drawbacks: • Important values and long-term objectives can be derailed in the process. – When to use: • When people of equal status are equally committed to goals. • When goals are moderately important.