CONFLICT

MANAGEMENT

CONFLICT MANAGEMENT
Research indicates that Managers spend 21% of their time dealing with
conflicts.

Different views on Conflict:

Traditional View
Conflict is harmful and should be avoided.
Is a dysfunctional outcome resulting from poor communication, lack
of openness and trust among people
Results from failure of managers to be responsive to the needs and
aspirations of employees.
Human Relations View:
Conflict is a natural occurrence in groups and organisations and it
cannot be eliminated.
Interactionist View:
This approach encourages conflict. No conflict is indicative of a
group being static, apathetic and non-responsive to the needs for
change and innovation.
A minimum level of conflict keeps a group viable, self-critical and
creative

CAUSES OF CONFLICT
Clash of interests
Poor Communication
Power in the hands of few
Lack of Openness
Weak Leadership
Needs and Wants not being met
Differences between Individuals on Objectives
Differences between Individuals on Processes
Personality Clashes

Destructive Conflict
When it hinders Group/Team Performance:
It takes attention away from important

activities and goals to be achieved

Undermines morale or self-concept of

members
Polarises people and groups, reducing

cooperation and cohesiveness

Leads to Irresponsible & Harmful Behaviour

Constructive Conflict
When it adds value & contributes to
Group/Team Performance:
Improves the Quality of Decisions
Stimulates Creativity & Innovation
Fosters an environment of openness
Helps individuals develop better

understanding of others
Provides a medium for airing different views

and tensions are released

TYPES OF CONFLICT
TASK CONFLICT
Relates to Content & Goals of the Work.
Low to moderate levels of task conflict is
functional.
PROCESS CONFLICT
Relates to How the work should be done.
Low levels of Process Conflict is functional.
RELATIONSHIP CONFLICT
Relates to Interpersonal Relationships
Almost always dysfunctional as it increases
personality clashes and decreases mutual
understanding.

INTRAPERSONAL CONFLICT
Occurs within an individual
Is generally in relation to a goal
May be at the cognitive or affective level

1. Approach-Approach Conflict
Individual must choose between two or more

alternatives which are expected to give a positive

outcome (a choice between two equally attractive
jobs.
2. Avoidance-Avoidance Conflict
Individual must choose between two or more
alternatives which are expected to give negative
outcomes.
3. Approach-Avoidance Conflict
Decide on whether to do something which is
expected to have both positive and negative
outcomes (good job in a bad location).

CONFLICT HANDLING STYLES

A
S
S
E
R
T
I
V
E
N
E
S
S

COMPETING

COLLABORATING

COMPROMISING

AVOIDING

ACCOMMODATIING

COOPERATIVENESS (Concern for Others)

Competing, Avoiding
Competing:
High Assertiveness & Low Cooperativeness
Goal is to Win
Power-oriented, Win/Lose situation
Adopted when quick decision is to be made
and in case of emergency
Avoiding:
Low Assertiveness & Low Cooperativeness
Goal is to delay
Lose/Lose Situation
Adopted when issue is Trivial

Compromising, Accommodating
Compromising:
Moderate Assertiveness & Moderate Cooperativeness
Goals moderately important
Goal is to find a middle ground
Adopted when Temporary solution is needed to complex

issues
When collaboration or competition is unsuccessful
Accommodating:
Low Assertiveness & High Cooperativeness
When harmony and stability are especially important
Goal is to Yield
Lose/Win situation
Adopted when you find yourself weak

Collaborating
High Assertiveness & High Cooperativeness
Concern of both are Important
Goal is to find a solution beneficial to both
Win/Win Situation
Adopted when Workable and Creative

solution is needed
Adopted when there is need for long-term
relationship between the parties

Third Party
May be internal or external to the
Mediation
organisation
Both parties must have the desire to

resolve the conflict

Both parties have equal power
Stages:
1.Opening
2.Information sharing
3.Options generated and one selected
4.Closing

TECHNIQUES FOR MANAGING CONFLICTS

Conflicts can be resolved if both parties try to

understand each other and jointly search for

alternative solutions
Conflict Management needs an involved

process of joint exploration

Convince by providing additional

information/data

TECHNIQUES FOR MANAGING

CONFLICTS
Conflict is like a Problem, we have to find the

causes and take steps to find the solution

Agree to Disagree - understand that healthy

disagreement would result in better decision

Meet Conflict head on
Be honest about concerns
Avoid Ego Clashes

Conflict Resolution Techniques

Problem Solving: Face-to-face Meeting to identify
problem and resolving through open discussion
Super-ordinate Goal: Creating a shared goal that
cannot be attained without the cooperation of
conflicting parties.
Expansion of Resources: When conflict is due to
scarcity of resources.
Smoothing: Playing down differences while
emphasising common interests between conflicting
parties.

Conflict Resolution Techniques

(Contd.)

Altering the Human Variable: Using behavioural

change technique such as training to alter
attitudes and behaviours that cause conflict.
Altering Structural Variables: Changing the
formal organisation structure and interaction
patterns of conflicting parties through job redesign, transfers, creation of coordinating
positions.