When things dont work

Recognizing & Resolving

Conflicts

Professor
Purnima Agarwal

Learning Objectives
Understanding the
fundamental
concepts of conflict management
Acquire specific tactical approaches
to conflict situations
Apply
the
understanding
to
effectively
assess
&
manage
intrapersonal & interpersonal conflict

Conflict Happens
A normal & inevitable part of life
A periodic occurrence in any relationship
An
opportunity
to
understand
opposing
preferences
Term derived from latin word Conflictus which
means striking together a force-implies discord,
friction
Synonyms of conflict- tension, disagreement,
opposition, scarcity, blockage, battle, contest, a
state of incompatibility of attitudes, emotions,
behaviours, resources, goals or methods of
achieving goals (competition or perceived form of
interference or opposition )
Equivalent to storm- threshold theory of tension
Equivalent to note on an organ

Conflict

Above
Threshold
Secondary
Tension

Primary
Tension

Tolerance
Threshold
Routine

Below
Threshold

Time
apathy
Not Good

Good conflict
Very high conflict

Process of conflict
Potential conflict/
incompatibility
Perceived or felt conflict

Intentions ( Conflict Handling

styles)
Behaviour ( Manifest/ overt
conflict, Conflict resolution/
suppression)

Frustrations
Thoughts
Feelings
Behaviour
outcomes

Conflict process starts

again

Levels &Types of conflicts

Organizati
on
Group

Within & between

organization
Within & between group

Individual

Within & between

individuals

Are conflicts healthy/ disruptive

(Conflict is an energy; demarcation neither clear nor
precise)
Impact of conflict indicates its functionality

Healthy/ Functional conflict

( works towards the goal)

Disruptive conflict
( acts as a block to reach goals)

Increases awareness on a
growing problem
Encourages innovative
thinking
Unshackles different points
of view
Increases information base
Communicated
disagreements foster
productivity/ effective
problem solving

Results in name calling,

personal attacks, tension,
anxiety, stress
Persons become silent,
withdrawn, are afraid to
speak
Lack of self & mutual
respect
Group think
Reduced/ distorted
information base
Poor decision making

1.
Conflict
Stressor

2.
Rumination
&
Negative
self talk

6.
Second round
of fight/ flight
hormones
5.
More negative
self talk

3.
Increase in
secretion of
fight/ flight
hormones

4.
Unproductive
behavior or
poor
performance

STRESS CYCLE

Conflict Management
Inevitability of conflicts highlights the needs of
skills to manage conflict
It is a drama/ an art (objective is to achieve a
creative, acceptable & realistic solution)
It is the practice of identifying & handling conflict
in a sensible, fair & efficient manner
It is an opportunity to improve the situation
It means thai individuals need to develop several
styles & decide which is most valuable in any
given conflict situation
Conflict resolution skills enable to gain a deeper
understanding & build more trusting relationships

Understanding Intra-personal conflict

Intra-psychic (develops out of thoughts, emotions,
values, needs, role expectations,
Internal argument with self about something
Threat to personal values
Feelings of unfair treatment
Multiple & contradictory sources of socialization
Antagonism towards self & transferred to
associates, relationships, system
Barriers in the path of need goal traverse
Goal conflict
Role conflict- Inter-role, intra-role, person-role

Functionality of intra-personal conflict

Functional

Dysfunctional

Provides skills to
develop better
relationships
Leads to deeper
understanding of self
Increases conflict
resolution skills
Avoidance of ve &
damaging reactions

Leads to
misunderstanding/ no
understanding of
needs & desires of self
Under stress person is
prone to higher risk to
the effects of emotions
drawn out in conflict

Resolving Intra-personal conflict

Understand deep emotions & interests, stay in touch with
self
Control emotions/focus on facts (n. Emotional intelligence)
Be humorous to put things into perspective
Develop trusting relationships
Develop sense of personal power
Identify the shoulds & should not's & their
aftermath
Ask, Is this should really something that I want
to do
Discriminate between wishes & actual intentions
Ask what is keeping me from doing it
Make a plan & implement it
Assume responsibility

Interpersonal Conflict
Occurs between co-workers, siblings, spouses,
roommates * neighbours
Sources:---Attribution error
Personal differences
Information deficiency
Role incompatibility
Topdog- Underdog culture
Atmosphere of victory & defeat
Games- Kick me,
Yes-but
Power relationship (Dependant)
Win-lose(decision
delays, dead locks, interference in
listening)
Differences in work orientations/ideologies
Goals perceived as conflicting

Interpersonal Conflict Resolution

( Change in perceptions for resources, power, goals,
ideologies, relationships etc.)
Ineffective techniques Effective techniques
Non-active approach
Win-win strategy
Secrecy
Sell before tell strategy
Administrative orbiting
Appeal to super
Due process non-action
ordinate goals
Character related
Confronting
labelling/ discredits
Integrative negotiation
Use of avoidance style of Distributive bargaining
management- It is based
Use of approach styles
on fear, dysfunction;
of management- it is
tendency to deny/avoid/
based on hope,
rationalize problem,
positivity; Efforts are
anger/aggression; use of
made to find a solution
emotional appeals

Low

Hi
gh

Hi
gh

Adequacy of use of conflict management styles

In-group Integration

Avoidance Styles
Resignation:
Taking conflict with a sense of helplessness
Ignoring conflict in the hope that unpleasant situation will be resolved by itself
in due course of time.
It is effective when outgroup is hostile & unreasonable
Withdrawal:
To get away from the conflict by
Avoiding any opportunity to work together;
Withdrawal from situation or relationship;
Physical separation;
Defining the boundaries of interaction.
It is effective when out group is hostile but open to reason.
Let the hostility reduce

3.Diffusion:
To buy time for healing, especially when emotional issues are involved
Appeal to good sense for larger interest, since both are part of larger
group& have common interests
Sense of mutuality & interdependence may be the result, as persons
involved may cool down
Arranging interaction through third party (Mediation)
4. Appeasement:
Used for buying temporary peace
Agreeing with some demands of others in embarrassing and disturbing
conflict
It is just like payment of blackmail, provides satisfaction to other
Involves element of self sacrifice, yielding to views of other
O perceives P as weak & incapable of confronting the issue
Conflict remains unresolved
Demands of O increase
Posturing gets stiffer
Situation deteriorates
When P is wrong & wants to appear reasonable
Issue is important for O as compared to P
Maintaining harmony is of prime importance

Approach Styles
1. Confrontation:
Fighting out an issue to get a solution ones own favour
Leads to win-lose trap, induces a hope of larger share
Involves coercion & fails to reach a solution( Own position is
enhanced & Os position is downgraded or greater
comprehension of proposal of P viz a viz O)
Typical bargaining
Attack, counterattack, threats, loss of power, unpleasantness
Negative stereotypes against the adversary
Intellectual distortions
Commonalities minimized & differences heightened
2. Arbitration:
Intervention of third party to find acceptable solution.
Conflict is postponed for time being, it remains unresolved
Useful when competency& emotional issues are involved .

3. Compromise:
Objective is to find mutually acceptable solution
Involves splitting the differences, exchanging concessions,
seeking middle ground, horse trading
Process of sharing in the gain, without typically resolving the
conflict.
It is typical bargaining. Goal are moderately important Both
parties are equal in power Time pressure Temporary solution
is OK
4. Negotiation:
Provides most satisfactory solution.
Both parties jointly confront the problem & explore solution.
It is problem solving method.
Useful when interest of both are too important to be
compromised, need to learn from each others perspectives or
work through hard feelings interfering in relationship

Dos& donts of resolving conflicts

Dos
Understand that
conflicts are
inescapable
Resolve to address
conflict quickly
Focus on the problem
Be open to solutions
Acknowledge the
feelings
Listen actively
Develop a third story
Match & lower, match &
raise
Say this is true &--- Contribution mapping

Donts
Focus on personality
traits that cant be
changed
Interrupt
Attack
Disregard the feelings
Avoid the conflict
Allow emotions to take
over conversations
Impose personal
values/beliefs
Silent treatment
Usage of but; blaming

 Faced with the choice between

changing ones mind & proving that
there is no need to do so, almost
everybody gets busy on the proof
John Kenneth
Galbraith

Thank you