ORGANISATIONAL CONFLICT

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 DEFINITION
Conflict is an expressed struggle between at least two
interdependent parties who perceive incompatible goals, scare
resources, and interference from others in achieving their
goals (Wilmot and Hocker, 1998)

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 - Is that point in an
ongoing activity when an interaction crosses over to become
an interparty conflict.
- Stephen Robbins
Conflict is inevitable given the wide range of goals for the
different stakeholder in the organization

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 TYPES OF CONFLICT

Substantive conflict
A fundamental disagreement over ends or goals to be pursued and the
means for their accomplishment
Emotional conflict
Interpersonal difficulties that arise over feelings of anger, mistrust,
dislike, fear, resentment, and the like
Intrapersonal conflicts
Actual or perceived pressures from incompatible goals or expectations
Approach-approach conflict
Avoidance-avoidance conflict
Approach-avoidance conflict
Interpersonal conflict
Occurs between two or more individuals who are in opposition to one
another

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 TYPES OF CONFLICT

Intergroup conflict
Occurs among members of different teams or groups
Interorganizational conflict
Commonly refers to the competition and rivalry that characterize firms
operating in the same markets
Vertical conflict
Occurs between hierarchical levels
Horizontal conflict
Occurs between persons or groups at the same hierarchical level
Line-staff conflict
Involves disagreements over who has authority and control over
specific matters

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 LINE & STAFF CONFLICT
Line Viewpoint
Unauthorized encroachment Staff oversteps Auth
Academic advice Staff specialists cut-off from realities, do
not give sound advice
Staff steals credit, but passes on blame to Line
Staff has limited perspective
Empire-Building

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 STAFF VIEWPOINT

Line does not use Staff properly Staff help as a last

resort
Line resists new ides, painfully cautious
Line does not provide Staff enough Auth solutions
offered not supported / implemented by Line

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 TRANSITIONS IN CONFLICT
THOUGHT
Traditional View ( 1930s 1940s)

Assumed that conflict was bad: dysfunctional, destructive, irrational,

associated with violence and something to be avoided

Usually caused by poor communication, a lack of openness, trust, or a

failure of management to be responsible to the needs and aspirations
of employees (Hawthorn Studies)

The view that all conflict is bad is a simple approach and most of us
still evaluate conflict situations on the basis of this outmoded standard.

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TRANSITIONS IN CONFLICT THOUGHT

Human Relations View (late 1940s through mid-1970s)

Conflict was a natural, logical and inevitable occurrence in

all groups and organizations

This view dominated conflict theory that conflict not

always detrimental: may even be beneficial on occasion

Should be resolved immediately

Arises due faulty policies

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TRANSITIONS IN CONFLICT
THOUGHT
lnteractionist View (current perspective )

Encourages conflict : a harmonious, peaceful, tranquil, and cooperative group

without conflict is likely to become static, apathetic, and nonresponsive to needs
for change and innovation

Min conflict necessary for Org viability and creativity

Group leaders to maintain an ongoing minimal but regulated level of

conflictenough to keep the group alive, viable, self-critical, and creative

Conflict not an abnormality should be understood

Whether a conflict is good or bad depends on the type of conflict: necessary to

differentiate between functional and dysfunctional conflicts

Conflict Mgt involves maximizing benefits while minimizing negative aspects

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 SOURCES OF CONFLICT

Competition for limited resources: Scarce Resources: managers can conflict over
allocation of resources
Goal diversity: Different goals and time horizons - different groups have differing
goals.
Overlapping authority: two or more managers claim authority for the same
activities
Task interdependence pooled, sequential, reciprocal
Perceptual and value differences
Organizational ambiguities
Introduction of Change
Poor Communication
Inherent aggressiveness of people
Expectations
Methods

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 SOURCES OF CONFLICT

Poorly defined jobs, tasks, responsibilities & authorities

Prior history of conflict
Inter departmental relations
Unreasonable levels of pace in organization
Job security in jeopardy
Overly competitive climate
Favoritism: Incompatible Evaluation or reward system: workers are evaluated for one
thing, but are told to do something different
Punitive style of Leaders
Arbitrary Standards - Promotions, Rewards
Status inconsistencies: some groups have higher status than others
Secretive org politics
Confusion & uncertainty

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CONFLICT PROCESS

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CONFLICT PROCESS

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 USUAL WAYS OF HANDLING
CONFLICT

Pend
Handle diplomatically
Bury the hatchet
Cushion the shock

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BLAKE AND MOUTONs CONFLICT
MANAGEMENT GRID

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APPROACHES TO CONFLICT MANAGEMENT:
BLAKE AND MOUTON (1970)
The 1,1 style is the hands-off approach, also called
avoidance
The 1,9 position, also called accommodation, is excessively
person-oriented
The 5,5 position represents a willingness to compromise
The 9,1 is the bullheaded approach, also called competing
The optimum style for reducing conflict is the 9,9
approach, also called collaboration

-Robert R Blake & Jane Syngley Mouton

Robert R. Blake and Mouton. The Fifth
Achievement

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 FUNCTIONAL OUTCOMES

Increased group performance: low or moderate levels of conflict could improve

group effectiveness
Stimulation of creativity and innovation: improves quality of decisions,
encourages interest and curiosity among group members, problems can be aired
and tensions released, and fosters an environment of self-evaluation and
improvement
An antidote for groupthink

Companies like General Motors and Yahoo suffered due insufficient functional
conflict
A comparison of six major decisions during the administrations of four U.S.
presidents found that conflict reduced the chance that groupthink would
overpower policy decisions

Increasing cultural diversity should provide benefits to the organization

through functional conflict

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 DYSFUNCTIONAL OUTCOMES

Uncontrolled opposition breeds discontent, weakens common

ties and eventually leads to destruction of the group
Retarded communication
Reduced group cohesiveness and effectiveness
Subordination of group goals to the primacy of infighting among
members
Diverts energies
Promotes interpersonal hostilities
Creates overall negative environment
Can decrease work productivity and job satisfaction
Can contribute to absenteeism and job turnover
Research on conflict has yet to identify those situations in which
conflict is more likely to be constructive than destructive

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CONFLICT AND ORGANIZATIONAL
PERFORMANCE

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IMPLICATIONS FOR MANAGERS

Advice to managers faced with excessive conflict: dont assume

that theres one conflict-handling approach that will always be best!
Select the resolution technique appropriate for each situation.
Guidelines for this include:
Competition: when quick, decisive action is vital, on important
issues, where unpopular actions need implementing (in cost cutting,
enforcing unpopular rules, discipline), when you know youre right
and against people who take advantage of noncompetitive
behaviour
Collaboration: to find an integrative solution when both sets of
concerns are too important to be compromised
Avoidance: when an issue is trivial or when more important issues
are pressing; when you perceive no chance of satisfying your
concerns

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 IMPLICATIONS FOR
MANAGERS
Accommodation: when you are 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; when harmony
and stability are especially important
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

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 CONFLICT STIMULATION
TECHNIQUES

Send ambiguous messages and give very general instructions

which will be open to differing interpretations of what to do,
etc.

Add people who differ regarding their backgrounds, values

and attitudes (increase heterogeneity

Realign work groups, alter the rules, etcshake the place up!

Sensitize the members that its OK to disagree or raise

concerns

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