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CONFILCT AND CONFLICT

RESOLUTION

Agenda

Introduction to Conflict
Definition of Conflict
Nature of Conflict
Views on Conflict
Types of Conflict
Aspects of Conflict
Relationship b/w org. performance and conflict
Postivie and Negative Conflict
Process of Conflict
Levels of Conflict
Conflict Resolution in Groups and different
problem solving strategies.

Introduction

The concept of conflict , being an


outcome of behaviors, is an integral
part of human life. Where ever there
is interaction, there is conflict.

Conflict can be considered as an


expression of hostility(unfriendliness
or opposition), negative attitudes,
antagonism, aggression, rivalry and
misunderstanding.

Definition of Conflict
According to Follett, Conflict is the appearance
of difference , difference of opinions, of
interests.
According to Louis R. Pondy, Conflict is:
(i) Antecedent conditions, for example: Scarcity of
resources, policy differences among individuals,
etc.,
(ii) Effective states of the individuals involved, for
example: stress, tension, hostility, anxiety, etc.,
(iii)Cognitive states of individuals, i.e., their
perception of awareness of conflict situations.
(iv)Changed behavior ranging from passive
resistance to overt aggression.

It is a process that begins when one


party perceives that another party
has negatively affected, or is about
to negatively affect something that
the first party cares about.
Conflict is a psychological state of
mind when people are in a dilemma
whether to do or not to do a thing, is
a state of conflict.

Nature of Conflict
Conflict occurs when individuals are not able to
choose among the available alternative courses
of action.
Conflict between two individuals implies that
they have conflicting perception, values and
goals.
Conflict is a dynamic process as it indicates a
series of events.
Conflict must be perceived by the parties to it. If
no one is aware of a conflict, then it is generally
agree that no conflict exists.

Who do we come into


conflict with?

Views on conflict
Traditional view: The early approach to conflict
assumed that all conflict was bad. Conflict was viewed
negatively, and it was used synonymously with such
terms as violence, destruction.
Human Relations view: The human relations position
argued that conflict was a natural occurrence in all
groups and organizations. Since conflict was
inevitable(which cannot be avoided) it is accepted and
there are even times when conflict may benefit a
groups performance.
Interactionist View( Modern View): This view is based
on the belief that conflict is not only a positive force in
a group but is also necessary for a group to perform
effectively. This approach encourages group leaders

Traditional View

Views on
conflict

Current View

1. Conflict is avoidable.
1. Conflict is inevitable.
2. Conflict is caused by management
2. Conflict arises from many
causes,
error in designing organizations or by
including organizational
structure,
trouble makers.
unavoidable differences in goals,
differences in perceptions and values
of specialized personnel and so on.
3. Conflict disrupts the organization
3. Conflict contributes and
detracts from
and prevents optimal performance.
organizational performance
in varying
degrees.
4. The task of the management is to
4. The task of the management is
to manage eliminate conflict.
the level of conflict and its
resolution
for optimal organizational performance.
5. Optimal organizational performance
5. Optimal organizational
performance requires the removal of conflict.
Requires a
moderate level of conflict.

Types of conflict
Functional support the goals of the group and
improves its performance.
Dysfunctional conflict that hinders group
performance.
The functional conflicts can be differentiated
from the dysfunctional conflicts on the basis of
the following three attributes:
(i) Task Conflict: Related to content and goals of
the work.
(ii) Relationship Conflict: Focuses on
interpersonal relationships.
(iii)Process Conflict: Process conflict relates to

Aspects of Conflict
Functional Aspects:
Stimulant for change
Creativity and
Innovation
Group Cohesion
Avoidance of Tension
Identification of
Weakness
Challenge

Dysfunctional
Aspects:
Resignation of
Personnel
Tensions
Dissatisfaction
Creation of Distrust
Goal Displacement
Weakening of
Organization

Relation between Organisational


Performance and Conflict

Positive

Positives and Negatives of


Negative Conflict

Increased involvement Unresolved anger


Increased cohesion Personality clashes
Innovation and creativity Less self-esteem
Personal growth and change Inefficiency
Clarification of key issues Diversion of energy from
work
Organizational vibrancy Psychological well being
threatened
Individual and group identities Wastage
of resources
Negative climate
Group cohesion disrupted.

Process of Conflict
Latent Conflict
Perceived Conflict
Felt Conflict
Manifest Conflict

Functional
Conflict

Dysfunctional
Conflict

Latent Conflict (Stage 1): When two or more parties


need each other to achieve desired objectives, there is
potential for conflict. Latent Conflict often arises when
change occurs. Conflict is likely to be caused by a
budget cutback, a change in organizational direction, a
change in personal goals or the assignment of a new
project to an already overloaded team.
Perceived Conflict (Stage 2): This is the stage at which
members become aware of a problem. Incompatibility
of needs is perceived and tension begins as the parties
being to worry about what will happen. But no party
feels that it is being overly threatened.
Felt Conflict (Stage 3): At this stage parties become
emotionally involved and begin to focus on differences
of opinion and opposing interests. Internal tensions and
frustration being to crystallize, and people begin to
build and emotional commitment to their position.

Manifest Conflict (Stage 4): At this stage


parties engage in actions that help to achieve
their own objectives and ruin those of others.
Conflict behaviors vary from the subtle,
indirect and highly controlled forms of
interface to direct, aggressive, violent and
uncontrolled struggle. At the organisational
level strikes or lock-outs are the result.
Conflict Outcome (Stage 5): The conflict
finally results in an outcome which may be
functional or dysfunctional. If handled well,
the result is functional conflict. If mishandled,
the consequences are dysfunctional conflict.

Levels of Conflict

Individual
level Conflict

Intra
Individu
al
Conflict

Group level
Conflict

Inter
Individu
al
Conflict

Inter
Group
Conflic
t

Organisational
level Conflict

Inter
Organizatio
nal conflict

Intra
Group
Conflict

Intra
Organizatio
nal Conflict

Intra Individual Conflict: These conflicts arise within a


person and are of psychological nature. These conflicts
are generally related to the goals a person wants to
achieve or roles in the manner he wants to achieve.
Inter individual Conflict: Inter personal conflict arise
between two individuals having competition for
achieving scarce things, such as status, power, position,
promotion or resources.
Intra Group Conflict (With in the group): Intra group
conflict refers to disputes among some or all of a
groups members, which often affect the groups
performance. Family run business can be especially
prone to severe intra-group and other types of conflicts.
These conflicts typically become more intense when an
owner-founder approaches retirement, actually retires or
dies. The way the two sons of the late Dhirubhai Ambani
are fighting on ownership and control of Reliance
Industries is a typical example.

Inter group Conflicts (Between groups): Inter


group conflict arises out of the interaction of
various groups. Inter group conflict is also
called organisational conflict, refers to the
conflict between groups, departments, or
sections in an organisation. Conflict between
groups is frequent and highly visible.
Intra Organisational Conflict: The conflict which
arises with in various levels and departments
of organisation. Various kinds are:
I. Horizontal Conflict
II. Vertical Conflict
III. Line and Staff Conflict

Inter Organisational Conflict: Inter organizational


interaction results in conflict among different
organizations. How ever, it is not necessary that
such interaction may result in conflict.
Inter Organizational Conflict may include:
i. Conflict between organizations pursuing similar
objectives.
ii. Conflict between government agency and
organization.
iii. Conflict between head office and a manufacturing
unit.
While the last one is regularized by organizational
rules and procedures, the other types of conflicts
are regulated by State laws, administrative
agencies, courts, and regulatory commissions.

Conflict Resolution in
Groups
Resolving Intra-Group Conflict : Conflict with in a
family can be resolved if the members recognize
and respect roles of family members. All the
members need to realise that dived they stand,
united they fall. Probably a family friend may
intervene to resolve the dispute if the members
fail to resolve the conflict themselves. This is what
happened in Bajaj family. Sharad Pawar mediated
to bring about a truce(An agreement between
enemies or opponents to stop fighting or arguing
for a certaintime) in the troubled family.

Resolving Inter-Group Conflict: The


approaches that are available for
resolving inter-group conflict are as
follows.
a. Problem-Solving
b. Avoidance
c. Smoothen
d. Compromise
e. Expansion of Resources
f. Organization Redesign
g. Superordinate goals

Problem-solving: Problem-solving is considered to be the


most effective approach available as it emphasizes the
attainment of the common interests of both conflicting
parties. In Problem-solving strategy, attempts are made
to find a solution that integrates the needs of both
parties. The two parties work together both to define the
problem and to identify mutually satisfactory solutions.
Organization Redesign: Changing organizational
structure is another approach for resolving conflict,
particularly when the sources of conflict come from the
coordination of work among different departments or
divisions. One way of redesigning organizations is to
reduce task interdependence between groups and give
each group clear responsibilities. Another way is to
transfer or exchange of members of conflicting groups.
An appeal system may also be developed to eliminate
the arbitrary use of power.

Superordinate Goals: Appealing to superordinate


goals is another way of resolving conflict. The
superordinate goal is a common goal of both
conflicting parties and combined efforts of both
parties will be needed to realize the goal. For
example: Survival of the organization can be a
superordinate goal. Creating an awareness that the
organizations survival will be jeopardized
[Put(someone or something) into a situation in which
there is a danger of loss, harm, or failure.] if
conflicting groups do not work in union and can have
a salutary(Producing good effects) effect on disputing
parties.
Expansion of Resources: To the extent that scarce
resources cause conflict, removing their scarcity will
help resolve conflict. If upgradation of ones position
has caused ripples elsewhere, some more jobs might

Smoothen: The process of playing down the


differences between individuals or groups and
highlighting their common interests is called
smoothening. Finding and emphasizing
similarities between conflicting parties, while
playing down differences, can eventually lead
the parties to realize that the two are not as far
apart as was first believed. With shared
viewpoints on some issue, the ability to work
towards a smoothen can help reduce the
intensity of the conflict and avoid an escalation
of open hostility. However, smoothen is
recommended as a stop gap measure to let
people cool down and regain perspective.

Key points to remember


Be a model of calm and control
Don't give in to emotional outbursts
Don't assume people are being difficult
intentionally
Find a quiet place in to resolve
conflicts....privately
Set some ground rules for the discussion:
No raising of voices
This is not a debate
Speak only for yourself..."I" phrases
Confront the issues, not the people
Maintain or enhance self-esteem

Thank You

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