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 COMPETING COLLABORATING
S
S
E
R
T COMPROMISING
I
V
E
N
E AVOIDING ACCOMMODATIING
S
S
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 Mediation
May be internal or external to the 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 re-design, transfers,
creation of coordinating positions.
Affect of Conflict on Decision-making
Conflicts take away the attention from important
issues
Lack of clarity
Interpersonal conflicts create ill-will amongst team
members
Intrapersonal conflicts make one indecisive
Conflicts lead to waste of time
Inability to generate enough alternatives
Conflicts lead delayed decision-making
Interpersonal conflicts lead to ego clashes and
strained relations.
Criteria for Decision Making
QUALITY ACCEPTANCE
1. Information: 1. Conflict Rule
Relevant
2. Fairness Rule
Sufficient
3. Acceptance Priority
Complete
2. Complexity
3. Goal Congruity
TIME AVAILABILITY
Leadership and Decision Making Styles
AI : Autocratic. No information sharing, No search for information,
managing with available info. You take your own decision.
AII: Autocratic but may seek some information, speak to a few people. You
then take a decision.
CI: Consultative approach. Problem sharing with relevant individuals
(subordinates) on a one to one basis. Then you take a decision which
may or may not reflect your subordinates views.
CII: Consultative approach. Problem sharing with your subordinates in a
group collectively obtaining their ideas and suggestions. Then you take
the decision which may or may not reflect their views.
GII: Consensus Group Decision-making. You share your problems with

you subordinates in a group. Together you generate and evaluate
alternatives and attempt to reach a consensus. You do not try to
influence the group to adopt “your” solution and you are willing to accept
and implement any solution that has the support of the entire group.
SIX HAT THINKING
White: Objective facts & figures

 Yellow: Hope, positive & speculative
Blue: Control & organization of thinking
Green: Creativity, ideas & lateral thinking
Red : Emotions & feelings
Black: Cautious & careful

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CONFLICT MANAGEMENT

When it hinders Group/Team Performance:

When it adds value & contributes to Group/Team

 Adopted when Temporary solution is needed to complex issues

Conflicts can be resolved if both parties try to

Problem Solving: Face-to-face Meeting to identify problem

Altering the Human Variable: Using behavioural change

GII: Consensus Group Decision-making. You share your problems with

White: Objective facts & figures

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