CONFLICT

MANAGEMENT

PA 202 Human Behavior in

Organization, Management and Decision
Making

DEFINITIONS
Conflict

While
no
single
definition
of conflict exists, most definitions involve the
following factors: there are at least two
independent groups, the groups perceive
some incompatibility between themselves,
and the groups interact with each other in
some way. Two example definitions are,
"process in which one party perceives that its
interests are being opposed or negatively
affected by another party" and "the
interactive
process
manifested
in
incompatibility, disagreement, or dissonance
within or between social entities.

Management

Management can be defined as human

action, including design, to facilitate the
production of useful outcomes from a system.
This view opens the opportunity to 'manage'
oneself, a prerequisite to attempting to
manage others.

Conflict Management

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
organizational
setting.
Properly managed conflict can improve group
outcomes.
Conflict management is something that
companies and managers need to deal with.
Conflict significantly affects employee morale,
turnover, and litigation, which affects the
prosperity of a company, either constructively
or destructively.
The
Thomas
Kilmann
Conflict
Mode
Instrument is a model for handling conflict:

TYPES OF CONFLICT
A. Intrapersonal
Conflict within a person is not always
easy to identify, but it can become apparent
when mood swings are present or depression
is evident. Intrapersonal conflict is also
apparent when a person has trouble choosing
between two or more goals. Most of us do not
possess the skills to handle serious
intrapersonal conflicts; therefore referring
your afflicted employee to a trained
professional is the best way to handle this
problem.

B. Interpersonal
Conflict between two people is not
always bad, particularly if the differences can
be resolved. People respond in different ways
to disagreements, with personal feelings,
attitudes and goals contributing to the
conflict. As a small business manager, you
want your employees to settle their
differences
without
your
personal
intervention, but sometimes you need to step
in.

C. Intragroup
Departmental harmony is essential to
helping maintain productivity and workplace
morale. When two or more people do not get
along together, that personal battle can affect
everyone. Some examples of intragroup
conflict may include ethnic, religious or
gender prejudice, perceived or real injustices
and
various
personality
differences.
Depending on how strong the conflict is, you
may need outside help to resolve differences.
This step can involve bringing a trusted or
otherwise objective third party who has

experience in conflict management to settle

the dispute.

D. Intergroup
Battles between your accounting and
operations team or between frontline workers
and online customer service agents can
become
a
problem
especially
where
customers are involved. One group of
employees may not usually get along, but
may cast differences to the side to unite
against
other
employees.
Perceived
differences in status and different group goals
can fuel intergroup conflict. Oftentimes, this
leads to miscommunication or even no
communication, affecting your organizations
ability to function. You can react by avoiding
the problem, through problem solving,
changing certain workplace variables or by
following an internal dispute resolution
process. Under some circumstances, a
facilitator may be needed to help discuss
issues of conflict and related concerns.
Allowing this problem to continue can spell
the end of your business.

MANAGING CONFLICT
Conflict
can
occur
when
a
disagreement cant be easily resolved.
Although conflict can be a normal part of our
relationships and is healthy if well-handled,
it can sometimes escalate and become
destructive.
We often feel strong emotions when a
disagreement continues. It may be hard for
you to keep a clear head while experiencing
strong feelings. Listening to the other
persons point of view may also be much
harder.
Its normal for people to respond
differently to conflict. Some people want to
retreat and hide, physically or emotionally,
when faced with conflict. Other people may
become stubborn in their need to get their
own way. To manage conflict in a healthy way,
its important to be aware of how you respond

to conflict and ask yourself if you could

handle it differently.

A. How do you approach conflict?

Do all people involved feel heard,

including you?
Is the conflict leading to compromise
(win-win)
or a confrontation (win-lose)?
Is the communication respectful?
Are you listening and thinking before
responding; or just reacting?
Does the communication have positive
or negative outcomes?
When conflict escalates, it can become
impossible to consider the other persons
perspective. This might be the time to bring
in a third person, such as a counsellor or
mediator.

B. Some issues to be aware of:

No one has the right to abuse another

person, and no one should accept it.
Physical or emotionally controlling
behavior is never OK.
Physical violence against anyone is
destructive and illegal.
The
responsibility
for
your
communication lies with you alone. No
one can make you say or do anything.
You always have a choice in how you
can react.
Restricting or controlling another
persons life is never acceptable. If this
is what you are doing, or if this is being
done to you, it might be time to talk to
someone about it.
If abuse, violence or controlling
behaviors are a part of the conflict in
your life, its important to seek help
immediately.

C. Some
conflict:

useful tips for

handling

Listen to the other persons point of

view and make sure you understand
what theyre trying to say.
Respect the other persons point of
view, even if its hard to hear.
Look for areas where you can
compromise what is the most
important and least important thing to
you?

Try to keep your communication

respectful. Avoid insulting or putting
others down.
Use I statements such as:When you
say that, I feel...
If things are heating up, ask for time
out. Come back to the discussion when
both of you are calmer.
Commit yourself to making positive
changes to the way you handle conflict.

Reference:

Ra him, 2002, p. 208

Putnam and Poole, 1987
Wall & Callister, 1995, p. 517
http://en.wikipedia.org/wiki/Mana
gement
http://smallbusiness.chron.com/e
xamples-4-types-conflict1207.html
http://sourcesofinsight.com/confli
ct-management-styles-at-aglance/

5
APPROACHES
ORGANIZATIONAL CHANGE

TO

1. Education
RONEL GERALDIZO
DAGOHOY
BPA

People often resist new set changes in

the organization because they simply do not
understand why things can't stay the way
they are. So the need for educational
component can help people see the logic of
the changes.

2. Participation and involvement

Another key approach to overcoming

resistance to change is to involve people in
the process of designing and implementing
the change. Participation allows people time
to work through their resistance while they
are solving problems and fixing processes.

3. Facilitation and support

This approach works best when you

expect significant fear and anxiety to be at
the core of the organization's resistance.

The approach includes providing for

new skill training, facilitated sessions to
uncover specific issues, in-process consultant
support for teams, time off after a particularly
demanding period, and one-on-one emotional
support.

will be serious
noncompliance.

consequences

for

their

4. Negotiation

This approach is as straightforward as

it sounds and is particularly important when it
is apparent that people will lose out as a
result of the process change and their
resistance could be particularly disruptive.

Ra him, 2002, p. 208

5. Straight talk

Wall & Callister, 1995, p. 517

Finally, some people simply may not

follow your leadership in building a better
organizational change. They can't or won't
change, no matter what you do. Your situation
requires fast change, and you are out of time.
Now you need to threaten job loss or loss of
promotion. Be honest and fair. But for the
good of the organization, let them know there

Putnam and Poole, 1987

http://en.wikipedia.org/wiki/Management
http://smallbusiness.chron.com/examples-4types-conflict-1207.html
http://sourcesofinsight.com/conflictmanagement-styles-at-a-glance/