conflict

A conflict is a struggle or an opposition. If you

and your best friend both fall in love with the
same person, you will have to find some way to
resolve the conflict.
Conflict comes from the Latin word for striking, but it isn't always violent. Conflict can
arise from opposing ideas. If you want to turn your empty lot into a community garden
but your wife envisions a shooting range, you have a conflict. If you're torn between two
different desires, you're conflicted. Conflict can also be a verb. If you schedule a dentist
appointment that conflicts with a meeting, you'll have to cancel one of them.

Definitions
an open clash between two opposing groups (or individuals)
or

a hostile meeting of opposing military forces in the course of a war

or

a disagreement or argument about something important

or
a state of opposition between persons or ideas or interests
 Types of conflicts
Conflict is classified into the following four types:

 Interpersonal conflict refers to a conflict between two individuals. This occurs

typically due to how people are different from one another. We have varied
personalities which usually results to incompatible choices and opinions.
Apparently, it is a natural occurrence which can eventually help in personal growth
or developing your relationships with others. In addition, coming up with
adjustments is necessary for managing this type of conflict. However, when
interpersonal conflict gets too destructive, calling in a mediator would help so as to
have it resolved.

 Intrapersonal conflict occurs within an individual. The experience takes place in

the person’s mind. Hence, it is a type of conflict that is psychological involving the
individual’s thoughts, values, principles and emotions. Interpersonal conflict may
come in different scales, from the simpler mundane ones like deciding whether or
not to go organic for lunch to ones that can affect major decisions such as choosing
a career path. Furthermore, this type of conflict can be quite difficult to handle if
you find it hard to decipher your inner struggles. It leads to restlessness and
uneasiness, or can even cause depression. In such occasions, it would be best to
seek a way to let go of the anxiety through communicating with other people.
Eventually, when you find yourself out of the situation, you can become more
empowered as a person. Thus, the experience evoked a positive change which will
help you in your own personal growth.

 Intragroup conflict is a type of conflict that happens among individuals within a

team. The incompatibilities and misunderstandings among these individuals lead to
an intragroup conflict. It is arises from interpersonal disagreements (e.g. team
members have different personalities which may lead to tension) or differences in
views and ideas (e.g. in a presentation, members of the team might find the notions
presented by the one presiding to be erroneous due to their differences in opinion).
Within a team, conflict can be helpful in coming up with decisions which will
eventually allow them to reach their objectives as a team. However, if the degree
of conflict disrupts harmony among the members, then some serious guidance
from a different party will be needed for it to be settled.

 Intergroup conflict takes place when a misunderstanding arises among different

teams within an organization. For instance, the sales department of an organization
can come in conflict with the customer support department. This is due to the
varied sets of goals and interests of these different groups. In addition, competition
also contributes for intergroup conflict to arise. There are other factors which fuel
this type of conflict. Some of these factors may include a rivalry in resources or the
boundaries set by a group to others which establishes their own identity as a team.
 MANAGING CONFLICT (TRADITIONAL AND MODERN APPROACH)

There are two different approaches to conflict management, they both differ

considerably and one having a very serious detrimental effect. Both will be briefly

considered below:

1-TRADITIONAL APPROACH:

The traditional approach to conflict is the one suppression and elimination, meaning

that conflict is not voiced out. This is viewed as something bad, which can lead to

organization complete failure. Thus, traditional management do not encourage

employees to voice out their grievances and dissatisfaction, they are rather ignored.

There is nothing like grievance procedure process in an organization or right of

collective bargaining. This approach is usually practiced by private and some public

organizations, most especially those that do not recognize the trade union. This is the

human element, it recognizes man as an economic animal, pay him and work that’s all

because, and this period most organization were owner managers. Though, the

approach is still practical by some organizations presently its idea was defeated as a

result of industrial resolution and the birth of trade unions which gave rise to the

modern approach.

2.MODERN APPROACH: With the birth of trade unionism, in modern organizations,

conflict is seen as something real and inevitable. Thus a laid down procedure of

resolving grievances is established. This approach discourages suppressed conflict, it

does not see conflict as an organization faction because it leads to reorientation and

reorganization, it then sees conflict as an avenue for correction. Though it is not

practiced by certain organization, it is the most widely practiced approach in our today
 environment. This approach recognizes the human element at work; hence it

discourages suppressed dissatisfaction to be able to understand employee feelings.

Hence, the following methods are adopted to effectively manage conflict

i. The use of suggestion box

ii. Conducting exist interviews

iii. The use of performance appraisal / job evaluation and analyses

iv. A laid down grievance procedure

v. Personnel counseling

vi. Joint consultation

vii. Provision of recreational facilities for employees

viii. Good compensation scheme etc.
There are among other methods adopted by modern organization to control
and avoid conflict.

Conflict process-

Management of conflicts:
Conflict management is the process of limiting the negative aspects of conflict while
increasing the positive aspects of conflict. The aim of conflict management is to
enhance learning and group outcomes, including effectiveness or performance in an
organizational setting.

Conflict resolution:-

You can use many techniques to resolve conflicts. The PMBOK Guide fifth edition
mentions five such techniques:

1. Withdraw/Avoid
2. Smooth/Accommodate
3. Compromise/Reconcile
4. Force/Direct
5. Collaborate/Problem Solve
Now let’s discuss each of them in detail.

1. Withdraw/Avoid
In this conflict resolution technique, you avoid the conflict or simply retreat. You let this
issue resolve itself.

You can use this technique in the following cases:

 When stakes are low.

 The stakeholders involved in the conflict are not important.
 The issue is not worth investing your time.
 The issue will disappear on its own after some time.
 When there is a heated argument among parties and you want to give them some
cooling time.
 When there is limited or no information available about the conflict.
Advantages:
This technique saves precious time you can invest in other productive activities.

Disadvantages:
It may weaken your position as a project manager and negatively affect your
relationships.

There is a dispute with this conflict resolution technique: Some experts say this is not a
conflict resolution technique because when the conflict arises you simply avoid it, no
action is taken from your side. Escaping is not a solution.

2. Smooth/Accommodate
Here, you will find areas of agreement, and try to smooth the situation. This technique
helps you avoid a tough discussion.
In smoothing, you give more concerns to other parties rather than yours. Here you try to
downplay the situation and behave like the problem never existed.

This technique can be used in the following cases:

 When you are very busy and have no time.

 You need a temporary solution to the problem.
Advantages:
This technique can conciliate the situation, bring harmony, create goodwill, and give you
sufficient time to find a permanent solution.

Disadvantages:
Since you’re giving more concerns to other parties, they may try to take advantage of it.

The other disadvantage is that it may weaken your position as an authoritative leader.
Therefore, you should avoid using this technique to solve issues.

3. Compromise/Reconcile
Here you take suggestions from both sides and try to make a compromise. Both parties
involved in the conflict gain something, so this solution partially satisfies both parties.

You may use this technique in the following cases:

 All parties involved in the conflict need to win.

 You have an equal relationship with them.
 When collaborative and forcing techniques do not work.
 When you need a temporary solution to move forward quickly.
Advantages:
This technique brings a faster result, lowers the stress, and keeps all parties cool. In the
meantime, you can search for a permanent solution.

Disadvantages:
This technique does not bring trust in the long run, and the conflict could resurface at
any time.

4. Force/Direct
Here you agree with one party’s viewpoint and enforce their wishes. This is a win-lose
situation and risks demoralizing team members.

You can use this technique in the following cases:

 You need a quick solution.

 When stakes are high and you need an immediate solution.
  When you know one party is right and don’t have time to investigate.
 The stakeholders involved in the conflict and not very important.
 The relationship with them is not important.
Advantages:
Provides a quick solution to the problem.

Disadvantages:
You may lose the opportunity gained from the opposing party’s viewpoint. Also, it may
negatively affect your impression on your team members.

5. Collaborate/Problem Solve
In this technique, you will discuss the issue with all parties to find a solution considering
multiple viewpoints and agreed upon by all.

You may use this technique in the following cases:

 When you want to incorporate multiple views.

 The people involved in the conflict are very influential.
 When a consensus is required.
 When you want to distribute the responsibility equally to all parties.
Advantages:
Brings consensus, commitment, and shared responsibility for the outcome. This
technique is considered a win-win approach.

Disadvantage:
Takes time and effort, so it cannot be used when you’re short on time and need a quick
solution

Conflict stimulation--

Conflict stimulation is also a measure to solve conflict. In traditional concept, conflict

was taken as dangerous factor. But in modern concept, conflict is not taken as
dangerous all time. Nowadays, some institutes create conflict to find new way and for
innovation. If there is not created conflict in institute, manager should think that there is
some mistake. That’s why conflict is index of development. So that while solving the
conflict, it is necessary to create the conflict. While creating conflict, following methods
should be applied;

1. Use of Communication: Communication encourages and discourages the conflict. So

that, while creating conflict in required level unclear message should be sent.
Threatened and challenge to the workers also a measure to create conflict.

2. Bringing in Outsider: Conflict also can be created by entering members with different
background, value, view and managerial skill. The discussion with the person with
different background helps to find new way. In this way, orientation with different
members from outsides provides creative way at last.

3. Restructuring the Organization: By changing current design of organization,

functional conflict can be created. With the help of restructure, the size of organization is
changed. In this way with the help of restructure different difficulties and problems are
solved in current situation.
4. Appointing a Devil’s Advocate: Appointing a Devil’s Advocate, the organization also
can create the conflict. This types of person solves the problems differently of the
members of organization. He works as conflict motivator. If he has good skill,
knowledge and mind, can be good advocator of organization.

There are other many methods to create conflict for eg. Removing the person from
work, making disagreement with group, Organization and Helpers and Changing the
rules, regulation and policy, conflict can be created. In this way, while managing conflict,
organization should create conflict in required level.

The dual concern model

The dual concern model of conflict resolution is a conceptual perspective that assumes
individuals’ preferred method of dealing with conflict is based on two underlying themes
or dimensions: concern for self (assertiveness) and concern for others (empathy).
According to the model, group members balance their concern for satisfying personal
needs and interests with their concern for satisfying the needs and interests of others in
different ways. The intersection of these two dimensions ultimately leads individuals
towards exhibiting different styles of conflict resolution.The dual model identifies
five conflict resolution styles/strategies that individuals may use depending on their
dispositions toward pro-self or pro-social goals.

1-avoidance conflict style

Characterized by joking, changing or avoiding the topic, or even denying that a
problem exists, the conflict avoidance style is used when an individual has
withdrawn in dealing with the other party, when one is uncomfortable with
conflict, or due to cultural contexts.[nb 1] During conflict, these avoiders adopt a
“wait and see” attitude, often allowing conflict to phase out on its own without any
personal involvement.[6] By neglecting to address high-conflict situations,
avoiders risk allowing problems to fester out of control.

2-Yielding conflict style

In contrast, yielding, “accommodating”, smoothing or suppression conflict styles
are characterized by a high level of concern for others and a low level of concern
for oneself. This passive pro-social approach emerges when individuals derive
personal satisfaction from meeting the needs of others and have a general
concern for maintaining stable, positive social relationships. When faced with
conflict, individuals with a yielding conflict style tend to harmonize into others’
demands out of respect for the social relationship.

3-Competitive conflict style

The competitive, “fighting” or forcing conflict style maximizes individual
assertiveness (i.e., concern for self) and minimizes empathy (i.e., concern for
others). Groups consisting of competitive members generally enjoy seeking
domination over others, and typically see conflict as a “win or lose”
predicament. Fighters tend to force others to accept their personal views by
employing competitive power tactics (arguments, insults, accusations, violence,
etc.) that foster feelings of intimidation.

4-Conciliation conflict style

The conciliation, “compromising”, bargaining or negotiation conflict style is typical
of individuals who possess an intermediate level of concern for both personal
and others’ outcomes. Compromisers value fairness and, in doing so, anticipate
mutual give-and-take interactions. By accepting some demands put forth by
others, compromisers believe this agreeableness will encourage others to meet
them halfway, thus promoting conflict resolution. This conflict style can be
considered an extension of both “yielding” and “cooperative” strategies

5-Cooperation conflict style

Characterized by an active concern for both pro-social and pro-self behavior,
the cooperation, integration, confrontation or problem-solving conflict style is
typically used when an individual has elevated interests in their own outcomes as
well as in the outcomes of others. During conflict, cooperators collaborate with
others in an effort to find an amicable solution that satisfies all parties involved in
the conflict. Individuals using this type of conflict style tend to be both highly
assertive and highly empathetic. By seeing conflict as a creative opportunity,
collaborators willingly invest time and resources into finding a “win-win” solution.
According to the literature on conflict resolution, a cooperative conflict resolution
style is recommended above all others. This resolution may be achieved by
lowering the aggressors guard whilst raising the ego.