Conflict Management

Definition --- Conflict

• Originally defined as “striking at another”,
“to fight with the enemy or do battle with
opposing forces”.

• Later meanings included “being

antagonistic”, or “a clash between
contradictory impulses between
individuals.
 Conflict management
• Conflict management is the practice of
identifying and handling conflict in a
sensible, fair and efficient manner
 The Nature of Conflict
• Conflicts are inevitable

• 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
 Negative Connotations
(Associated with Conflict Situations)

• Getting angry is a waste of time

• They won’t understand me
• I’m afraid of the consequences
• Confrontation is unprofessional
• They will only counter my argument
Functional versus Dysfunctional Conflict
(Positive)
Functional Conflict
Conflict that supports the goals
of the group and improves its
performance

Dysfunctional Conflict
Conflict that hinders group
(Negative) performance
 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
 Positive Factors of Conflict
• Stimulates interest
• Forum for discussions
• Increases cohesiveness
• Promotes change
• Provides means to work together
 Conflict Process
Antecedent conditions

Perceived conflict Felt Conflict

Manifest behavior

Conflict Resolution
Or Suppression

Resolution aftermath
Dimensions of Conflict-Handling
Intentions
 Intentions
Competing
A desire to satisfy one’s interests, regardless of the
impact on the other party to the conflict

Collaborating
A situation in which the parties to a conflict each desire to
satisfy fully the concerns of all parties

Avoiding
The desire to withdraw from or suppress a conflict
 Intentions
Accommodating
The willingness of one party in a conflict to place the
opponent’s interests above his or her own

Compromising
A situation in which each party to a conflict is willing
to give up something
Conflict-Intensity Continuum
 Conflict Table

I win I lose

You win Win-Win Lose-Win

You lose Win-Lose Lose-Lose

 Types of conflict

• Inter-personal and intra-personal

• Inter-group and intra-group
• Competitive and Disruptive
Intra-Personal Conflict

Approach Approach
Approach Avoidance
Multiple
Approach Avoidance
Avoidance Avoidance
 Inter-Personal Conflict
• Individual – Individual Conflict
 Transactional Analysis (I)
Transactional analysis (TA): a method of
understanding behavior in interpersonal
dynamics.
• The three ego states
–Parent
• Critical parent
• Sympathetic parent
–Child
• Natural child
• Adapted child
–Adult
 Transactional Analysis (I)
• The three types of transactions
– Complementary
– Crossed
– Ulterior
 Transactional Analysis (II)
• Complementary transaction

P P
A A
C C

P P
A A
C C
 Transactional Analysis (III)
• Crossed transaction

P P
A A
C C

P P
A A
C C
 Transactional Analysis (IV)
• Ulterior transaction

P P
A A
C C

P P
A A
C C
 Johari Window
• Arena – I know – You know
• Facade – I know – You don’t know
• Blind – You know – I don’t know
• Unknown - I don’t know -You don’t know
Attitude toward Oneself
Life Positions

I’m
Positive OK — I’m OK —
You’re not OK You’re OK

Negative
I’m not OK — I’m not OK —
You’re not OK You’re OK

Positive Negative
Attitude toward Others
Conflict Management Techniques

Conflict
ConflictResolution
ResolutionTechniques
Techniques
•• Problem
Problemsolving
solving
•• Superordinate
Superordinategoals
goals
•• Expansion
Expansionofofresources
resources
•• Avoidance
Avoidance
•• Smoothing
Smoothing
•• Compromise
Compromise
•• Authoritative
Authoritativecommand
command
•• Altering
Alteringthe
thehuman
humanvariable
variable
•• Altering
Alteringthe
thestructural
structuralvariables
variables
 Conflict Management Techniques

Conflict
ConflictResolution
ResolutionTechniques
Techniques
•• Communication
Communication
•• Bringing
Bringingininoutsiders
outsiders
•• Restructuring
Restructuringthe
theorganization
organization
 Conflict Management

• Poorly managed conflicts

– Unfavorable with counter productive results
– Problems and negative attitude

• Well managed conflicts

– Stimulate competition
– Identify legitimate differences
– Powerful source of motivation
 Outcomes
• Functional Outcomes from Conflict
– Increased group performance
– Improved quality of decisions
– Stimulation of creativity and innovation
– Encouragement of interest and curiosity
– Provision of a medium for problem-solving
– Creation of an environment for self-evaluation and
change
• Creating Functional Conflict
– Reward dissent and punish conflict avoiders
 Outcomes

• Dysfunctional Outcomes from Conflict

– Development of discontent
– Reduced group effectiveness
– Retarded communication
– Reduced group cohesiveness
– Infighting among group members overcomes
group goals
 Use Competition
• When quick, decisive action is vital (in
emergencies); on important issues
• Where unpopular actions need implementing
(in cost cutting, enforcing unpopular rules,
discipline)
• On issues vital to the organization’s welfare
• When you know you’re right
• Against people who take advantage of
noncompetitive behavior
 Use Collaboration
• To find an integrative solution when both sets of
concerns are too important to be compromised
• When your objective is to learn
• To merge insights from people with different
perspectives
• To gain commitment by incorporating concerns
into a consensus
• To work through feelings that have interfered
with a relationship
 Use Avoidance
• When an issue is trivial, or more important issues are
pressing
• When you perceive no chance of satisfying your concerns
• When potential disruption outweighs the benefits of
resolution
• To let people cool down and regain perspective
• When gathering information supersedes immediate
decision
• When others can resolve the conflict effectively
• When issues seem tangential or symptomatic of other
issues
 Use Accommodation
• When you find you’re wrong and to allow a better
position to be heard
• To learn, and to show your reasonableness
• When issues are more important to others than to
yourself and to satisfy others and maintain
cooperation
• To build social credits for later issues
• To minimize loss when outmatched and losing
• When harmony and stability are especially important
• To allow employees to develop by learning from
mistakes
 Use Compromise
• When goals are important but not worth the effort of
potential disruption of more assertive approaches
• When opponents with equal power are committed to
mutually exclusive goals
• To achieve temporary settlements to complex
issues
• To arrive at expedient solutions under time pressure
• As a backup when collaboration or competition is
unsuccessful