CONFLICT MANAGEMENT

PREPARED BY
AVADHUT PATWARDHAN
 Conflict is

 Dis-harmony;

 Collision;

 To be in or come into opposition.

 Beliefs & Attitudes
Response

Consequence

Conflict

Conflict Cycle
 Words that Promote Conflict
• “You must…”
• “You lied to me”
• “This is so typical of you…”
• “You always / you never”
• “The problem is…”
• “If you don’t do this, then…”
• “You’ll never change”
• “You’re being hysterical”
 Philosophies of Conflict
Management
• Traditional Philosophy: All conflicts are
negative and potentially destructive for the
organization. Conflict should be
eliminated.
• Behavioral Philosophy: Conflict is
inevitable in organizations and should be
accepted as a part of organizational life.
 Philosophies of Conflict
Management
• Interactionist Philosophy:
a) Conflict is essential to the survival of the
organization.
b) Conflict should not only be accepted but
encouraged in organizations.
c) Effective conflict management includes both
stimulation and reduction of conflict.
d) Conflict management is a major
responsibility of the manager.
 The Nature of Conflict
• Conflict inevitable when together for time
• Different people will have different
viewpoints, ideas, and opinions
• Occurs when no internal harmony within a
person, or whenever there is a dispute
between individuals
• When you hear conflict, what kind of
picture comes to mind?
 Conflict Occurs
 Within an individual
intrapersonal.
 Between 2 or more individuals -

interpersonal.
 At home and affects work.
 Often when least expected.
 Sources of Conflict
• Different values and beliefs
• Role pressure or clarification
• Perception differences
• Diverse goals or objectives
• Group status or identity
• Race, ethnicity, or gender differences
 Sources of Conflict
• Personality clash
• Competition for limited resources
• Disagreement on how things done
• Personal, self, or group interest
• Tension and stress
• Power and influence
 The implications and cost of
taking no action
 Reduced morale, productivity,
performance, teamwork, job satisfaction
 Increased absenteeism, presenteeism,
 staff turnover
 Frustration, anger, cynicism
 Negative Factors of Conflict
• Diverts attention from important issues
• May damage morale
• May cause polarization
• Reinforces differences in values
• Produces regrettable behaviors
 Positive Factors of Conflict
• Stimulates interest
• Forum for discussions
• Increases cohesiveness
• Promotes change
• Provides means to work together
 Methods of Managing Conflict
• Denial or Avoidance
• Suppression
• Power or Dominance
• Third Party Intervention
• Compromise or Negotiation
• Integration or Collaboration
 How to Resolve Conflict
Provide consideration for results.

 Compete / Confront –
exercise your power to get the
decision to go your way.
(high results; low relationship).
 Avoid -ignore or stay silent on the
issue. (low results; low relationship).
 How to Resolve Conflict
Provide equal consideration for
relationship and results.
• Compromise –
both parties give some
in order to resolve the conflict.
(medium relationship;
medium results).
 How to Resolve Conflict
Provide consideration for relationship.

a) Accommodate -yield to go along with

wishes of others.
(high relationship; low results).

• Collaborate - work long and hard to

get a positive answer for both parties.
(high relationship; high results).
 Collaboration
or Negotiating to Win/Win...

 Be as calm as possible.
 Listen.
 Describe the conflict as a mutual problem.
 Offer to negotiate differences.
 Brainstorm alternative solutions.
 Evaluate the brainstormed solutions.
 Decide on the best solution.
 Plan the implementation of solution.
 Beliefs That Help Resolve
Conflict
 There IS a mutually acceptable solution.
 Cooperate rather than compete.
 Both parties have rights and needs.
 Differences of opinion are helpful.
 Trust is important.
 Styles of Conflict Management
Approach Objective Your Posture Supporting Likely Outcome
Rationale

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

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

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

Collaborating Solve the “This is my position. The positions of both Participants

problem What is yours? I’m parties are equally find an
together. committed to finding important (though not effective
the best possible necessarily equally solution.
solution.” valid). Equality
emphasis should be
placed on the quality of
the outcome and the
fairness of the decision-
making.