WHAT IS CONFLICT?

CONFLICT

 Conflict is actual or perceived opposition of needs, values and

interests.

 A conflict can be internal (within oneself) or external (group or

organization dynamics)

 Conflict can refer to wars, revolutions or other struggles,

which may involve the use of force as in the term armed
conflict.
 SOURCES OF CONFLICT
 Different attitudes, values, perceptions, opinions and
approaches
 Misunderstandings and disagreement about needs,
goals, priorities and interests
 Personality conflicts
 Scarcity of resources
 poor communication
 poor or inadequate organizational structure
 lack of teamwork
 lack of clarity in roles and responsibilities
TYPES OF CONFLICT / DISPUTE
 Disputes of Right
 Where people or groups are entitled by law, by contract, by previous
agreement or by established practice to certain rights.

 Disputes of right will focus on conflict issues such as employment

contracts, legally enforceable matters or unilateral changes in
accepted or customary practices.

 A dispute of rights is, therefore, usually settled by legal decision or

arbitration and not by negotiation.

 Disputes of Interest
 Where the conflict may be a matter of opinion, such as where a person
or group is entitled to some resources or privileges (such as access to
property, better working conditions, etc).

 Because there is no established law or right, a dispute of interest

will usually be solved through collective bargaining or negotiation.
EFFECTS OF CONFLICT

 If conflicts are not resolved early and effectively, they can

easily escalate and result in:

 Low productivity

 Low morale

 Stress

 Other negative outcomes

TURNING CONFLICT INTO OPPORTUNITY

 Conflict may also be a positive experience

 It can help us see things from diverse
perspectives.

 Lead to innovative and creative solutions

 Challenges us to improve ourselves and our

relationships with others.

 Can lead to growth and learning.

 CONFLICT MANAGEMENT
 The practice of recognizing and dealing with disputes in a rational,
balanced and effective way.

 Is a theoretical concept focusing on the limitation, mitigation, and/or

containment of a conflict without necessary solving it.

 Objectives:

 Provides skills to resolve conflict for growth and learning

 Assist individuals in preventing, or resolving conflict before it

escalates and becomes unhealthy.

 Each party to the transaction plays an important role in managing

conflict.

 If conflicts arises, each party should be involved in evaluating selection

appropriate options for resolving the issues.
CONFLICT MANGEMENT STRATEGIES

Collaborate or
Negotiate

Accommodate Avoid

Conflict

Compromise Compete
AVOIDANCE
 The avoidance strategy seeks to put off conflict indefinitely.

 By delaying or ignoring the conflict, the avoider hopes the problem

resolves itself without a confrontation.

 Someone who uses avoidance has the ability to side step problems,
leave issues unresolved, and allow others to take ownership.

 If an issue is unimportant avoidance may be the correct strategy.

 However, if you continually avoid conflicts it is like a simmering pot

that will eventually boil over.

 A person who avoids conflict has a low concern for herself and
for others. In the two-dimensional space they are
uncooperative and unassertive.
ACCOMMODATION

 The accommodating strategy essentially entails giving the opposing side

what it wants.

 The use of accommodation often occurs when one of the parties

wishes to keep the peace or perceives the issue as minor.

 Accommodation is useful when you want to create goodwill or show

reasonableness.

 If it is overused it can result in restricted influence, loss of

contribution, overlooked ideas and anarchy.

 If it is underused it can result in low morale and lack of rapport

among colleagues.

 The skills of an accommodator are selflessness, obedience

and an ability to yield.
COMPETITION
 Competition operates as a zero-sum game, in which one side wins and
other loses.
 A competitive strategy is good in emergencies or other instances when
quick decisions need to be made.
 Competitors use rank, position and influence and state their
positions, opinions and feelings clearly.
 When competition is overused the environment is characterized
by a lack of feedback, low empowerment and reduced learning. If
competition is underused, indecision or delayed action could have
a crippling effect on an organization
 The competitor is easy to recognize.
 Winning is the name of their game and they are only
concerned about their own needs.
 They are at the top of the assertiveness scale and low on the
cooperativeness scale.
COMPROMISE
 The compromising strategy typically calls for both sides of a
conflict to give up elements of their position in order to
establish an acceptable, if not agreeable, solution.
 In compromise each side’s needs are only partially met.

 A compromiser demonstrates skills of moderation and negotiation.

 An overuse of compromise means a loss of the big picture

perspective and lack of trust.

 If it is underused there may be frequent power struggles and

unnecessary confrontations.

 The compromiser is seeking ways to make a deal and meet

halfway.
COLLABORATION
 Collaboration works by integrating ideas set out by multiple
people. The object is to find a creative solution acceptable
to everyone
 Sometimes referred to as the ideal alternative, collaboration is high
on the assertiveness and cooperativeness axis.

 A collaborator demonstrates reasonableness and an ability to listen,

understand and empathize.

 Lack of commitment, low empowerment and loss of innovation

can take place when there is insufficient collaboration.

 On the other hand, when collaboration is overused there may be

too much time spent on trivial matters and extra work created
as a result. Collaboration takes time and energy to correctly
execute.