CONTENTS

Conflict Definition Views of Conflict Functional & Dysfunctional The Conflict Process Levels of conflicts Organizational conflict Conflict resolution

MEANING OF CONFLICT

WHAT IS A CONFLICT?
A battle, contest or opposing forces existing between primitive desires and moral, religious or ethical ideas (Websters Dictionary) A state of incompatibility of ideas between two or more parties or individuals Conflict arises when individuals or groups encounter goals that both parties can not obtain satisfactorily

DIFFERENT VIEWS OF CONFLICT

Traditional view
Conflict is bad Caused by trouble-makers

Should be avoided

Human Relation view

Conflict is natural It is inevitable Cannot be eliminated

Interactionism view
Conflict is necessary It can be negative or positive It effects group performance

FUNCTIONAL CONFLICT
lead to increased awareness of problems that need to be addressed result in broader and more productive searches for solutions generally facilitate positive change, adaptation, and innovation

DYSFUNCTIONAL CONFLICT
Any confrontation or interaction between groups that harms the organization or hinders the achievement of organizational goals Management must seek to eliminate dysfunctional conflict

LEVELS OF CONFLICT

1. Intra-Individual Conflict

Approach (+,+) Avoidance (-,-) Both(+.-)

LEVELS OF CONFLICT

2. Inter-personal Conflict JOHARI WINDOW

Knows about other Does not know about the other

Know about them self and other Does not know about them self and other

Open self
Blind self

Hidden self
Undiscovered self

LEVELS OF CONFLICT

3. Inter-group Conflict

WHAT IS ORGANIZATIONAL CONFLICT?

Organizational politics gives rise to conflict as one person or group attempts to influence the goals and decision making of an organization to advance its own interests usually at the expense of some other person or group.

WHY DOES A ORGANIZATIONAL CONFLICT OCCUR

The effect of conflict on organizational performance has received considerable attention

In the past, researchers viewed conflict as always bad or dysfunctional for an organization because it leads to lower organizational performance.

EFFECTS OF ORGANIZATIONAL CONFLICT

SOURCES OF ORGANIZATIONAL CONFLICT

DIFFERENCES IN FUNCTIONAL ORIENTATIONS STATUS INCONSISTENCIES

OVERLAPPING AUTHORITY TASK INTERDEPENDENCIES INCOMPATIBLE EVALUATION SYSTEMS

THE PROCESS OF HOW A CONFLICT ARISES

LOUIS PONDYS MODEL

CONFLICT MANAGEMENT

EFFECTIVE CONFLICT MANAGEMENT

BASICS ON DEALING WITH CONFLICT

Increased understanding Increased group cohesion Improved self-knowledge

EFFECTIVE CONFLICT MANAGEMENT TECHNIQUES

The Best 5 Common Techniques Used 1. FORCING (PERSUADING) 2. WIN-WIN (COLLABORATING) 3. COMPROMISING 4. WITHDRAWING 5. SMOOTHING

FORCING
In certain situations when all other, less forceful methods, dont work or are ineffective When you need to stand up for your own rights, resist aggression and pressure

When a quick resolution is required and using force is justified (e.g. in a life-threatening situation, to stop an aggression)
As a last resort to resolve a long-lasting conflict

WIN-WIN
When it is required to address the interests of multiple stakeholders When a high level of trust is present When a long-term relationship is important When you need to work through hard feelings, animosity, etc When you don't want to have full responsibility

COMPROMISING
To reach temporary settlement on complex issues To reach expedient solutions on important issues As a first step when the involved parties do not know each other well or havent yet developed a high level of mutual trust

WITHDRAWING
When the issue is trivial and not worth the effort When more important issues are pressing, and you don't have time to deal with it

In situations where postponing the response is beneficial to you

When you would have to deal with hostility When you are not able to handle a situation efficiently

SMOOTHING (ACCOMMODATING)
When it is important to provide a temporary relief from the conflict or buy time until you are in a better position to respond/push back When the issue requires assertiveness rather than When you accept that you are confrontation wrong When you have no choice or when continued competition would be detrimental