CONFLICT

Namita Satija Parul Tandon Vishvasniya Rathee

Conflict

What is it?

Why do we do it? Why do we care?

Definition of Conflict
It is a process that begins when one party perceives that the other party is going to negatively affect or has already affected something, that the first party cares about. Or, that point in any ongoing activity when an interaction crosses over to become interparty conflict .

DIFFERENT VIEWS OF CONFLICT

Traditional view Human relations view Interactionist view

THE TRADITIONAL VIEW

Consistent with the attitude about group behavior in 1930s & 1940s Considered conflict synonymous with terms like violence, destruction & irrationality Dysfunctional outcome of: -Communication gap -lack of openness & trust -failure of managers to be responsive to the needs & aspirations of employees

THE HUMAN RELATIONS VIEW

Prevalent from late 1940s to mid 1970s Natural occurrence in all groups & organizations Cant be eliminated & may sometimes even benefit a groups performance

THE INTERACTIONIST VIEW

Encouraged group leaders to maintain a min. level of conflict

Harmonious, peaceful & tranquil group may become static & non-responsive to change & innovation
Defined functional & dysfunctional conflicts

Functional vs. Dysfunctional conflict

Functional conflict
Conflicts supporting goals of the group and improving its performance. ( E.g. Task and process conflict)

Dysfunctional conflict
Conflicts hindering group performance. (E.g. Relationship conflict)

Functionality of conflict
Creativity Facilitate change in organization Healthy competition Enhance the decision making process Enhancing the group performance So the overall organization performance can be improved.

Competition for limited resources Diversity of goals Values and perception Communication Role ambiguity and conflicts Aggressive nature of people Change process

SOURCES OF CONFLICTS

TYPES OF CONFLICTS
Task conflict- related to content and goals of work Relationship conflict- focuses on interpersonal relationships

Process conflict- related to how the work gets done

Types of conflicts
1. 2. 3. 4. 5. Conflict within the individuals. - Intrapersonal conflicts Conflict between the individuals. - Interpersonal conflicts Between individuals and groups. - Intragroup conflict Within the groups - Intergroup conflict Amongst the organization

CONFLICT PROCESS
The conflict process comprises of five stages :
Potential opposition or incompatibility Cognition and personalization Intentions Behavior Outcomes

Stage I Potential Opposition or incompatibility.

Stage II Cognition and Personalization

Stage III Intentions

Stage IV Behaviors

Stage V Outcomes.

Antecedent Conditions
Communications Structure Personal Variables

Perceive d Conflict Felt Conflict

Conflict Handling Intentions

Competing Collaborating Compromising Avoiding Accommodatin g

Overt Conflict
Partys Behavior Others Reaction

Increased Group Performance

Decreased Group Performance

Stage I Potential Opposition or incompatibility

Presence of conditions that create opportunities for conflict to arise. One of these conditions are necessary for conflict to take place

Communication
Potential for conflict increases whenever there is too much or too little communication. Barriers in communications The channel being used.

Structure
The term structure is used in this context to include variables such as size, degree of specialisation in tasks assigned to group members, jurisdictional clarity, member goal compatibility, Leadership styles, Reward systems and degree of dependence between groups. Research indicates bigger the size of the group more specialised its activities the greater the likelihood of conflict. The greater the ambiguity in precisely defining where responsibility for actions lies the greater the potential for conflict.

Stage I Potential Opposition or incompatibility Contd Personal Variables Did you meet someone to whom you took an immediate dislike Personal variables include Individual value systems. Individual idiosyncrasies and differences.

People who are highly authoritative and dogmatic lead to potential conflict.

Stage II

Cognition and Personalisation.

The antecedent condition can lead to conflict only when one party or more is affected by and aware of the conflict. Important perception is required. Perceived Conflict Awareness by one or moir parties of the existence of conditions that create opportunities for conflict to arise. Felt Conflict. Emotional involvement in a conflict creating anxiety, tenseness, frustration or hostility.

Stage III

Intentions.

Decisions to act in a certain way. Competing. A desire to satisfy ones interest regardless of the impact on the other party in the conflict. Collaborating. A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties. Avoiding. The desire to withdraw from or suppress a conflict. Accommodating. The willingness of one party in a conflict to place the opponents interests above his or her own. Compromising. A situation in which each party to a conflict is willing to give up something.

Dimensions of Conflict Handling Intentions

Assertive

Competing

Collaborating

Assertiveness

Compromising

Avoiding
Unassertiv e Uncooperativ e

Accommodating

Cooperative

Cooperativeness

Stage IV

Behaviors.

This is the stage where conflict becomes visible. This stage includes statements, actions and reactions made by conflicting parties.

Annihilatory

Conflict

Overt efforts to destroy the other party. Aggressive physical attacks Threats and ultimatums Assertive verbal attacks Overt questioning or challenging of others. Minor disagreements or misunderstandings.

No Conflict

Stage V

Outcomes

Difficult to visualize how low conflict acts as a force to increase group performance.

Conflict is constructive when it improves the quality of :1. Decisions

2. Stimulates Creativity
3. Stimulates Innovation 4. Encourages interest and curiosity. 5. Provides medium through which problems can be aired.

The Avoiding Turtle

Turtles adopt an avoiding or withdrawing conflict management style Turtles would rather hide and ignore conflict than resolve it; this makes him uncooperative and unassertive Turtles tend to give up personal goals and display passive behavior creating lose-lose situations Advantage: may help to maintain relationships that would be hurt by conflict resolution Disadvantage: Conflicts remain unresolved, overuse of the style leads to others walking over them
.

The Avoiding Turtle

Appropriate times to use a Turtle Style:

when the stakes are not high or issue is trivial when confrontation will hurt a working relationship when there is little chance of satisfying your wants when others can more effectively resolve the conflict

The Accommodating Teddy Bear

Teddy bears use a smoothing or accommodating conflict management style with emphasis on human relationships Teddy bears ignore their own goals and resolve conflict by giving into others; unassertive and cooperative creating a win-lose (bear is loser) situation Advantage: Accommodating maintains relationships Disadvantage: Giving in may not be productive, bear may be taken advantage of

Appropriate times to use a Teddy Bear Style

when maintaining the relationship outweighs other considerations when suggestions/changes are not important to the accommodator

when time is limited or when harmony and stability are valued

The Competing Shark

Sharks use a forcing or competing conflict management style sharks are highly goal-oriented Relationships take on a lower priority Sharks do not hesitate to use aggressive behavior to resolve conflicts Sharks can be autocratic, authoritative, and uncooperative; threatening and intimidating
..

The Competing Shark

Sharks have a need to win; therefore others must lose, creating win-lose situations Advantage: If the shark's decision is correct, a better decision without compromise can result

Disadvantage: May breed hostility and resentment toward the person using it

The Competing Shark

Appropriate times to use a Shark style

when conflict involves personal differences that are difficult to change when fostering intimate or supportive relationships is not critical when others are likely to take advantage of noncompetitive behavior when conflict resolution is urgent; when decision is vital in crisis when unpopular decisions need to be implemented

The Compromising Fox

Foxes use a compromising conflict management style; concern is for goals and relationships Foxes are willing to sacrifice some of their goals while persuading others to give up part of theirs Compromise is both assertive and cooperative

The Compromising Fox

Advantage: relationships are maintained and conflicts are removed Disadvantage: compromise may create less than ideal outcome and game playing can result Appropriate times to use a Fox Style----when important/complex issues leave no clear or simple solutions when all conflicting people are equal in power and have strong interests in different solutions

when their are no time restraints

The Collaborating Owl

Owls use a collaborating or problem confronting conflict management style valuing their goals and relationships Owls view conflicts as problems to be solved finding solutions agreeable to all sides (win-win) Advantage: both sides get what they want and negative feelings eliminated Disadvantage: takes a great deal of time and effort

 Appropriate times to use an Owl Style

when maintaining relationships is important when time is not a concern when peer conflict is involved when trying to gain commitment through consensus building when learning and trying to merge differing perspectives

Once there were two women who both wanted a lemon.

However, as luck would have, it there was only one left in the shop.

Without discussion they both agreed to take half.

One woman took her half lemon home and squeezed it to make a drink.

glass!

The juice barely covered the bottom of the

The other grated the rind to make a lemon flavoured cake (although it wasnt as flavoursome as she had hoped).

The juice went everywhere!

Had they taken the time to talk and negotiate with each other, they both could have had what they wanted- the juice or the rind of a whole lemon!

Conflict Management
Conflict Management is the technique to stop /convert the divergence of energy flow to convergence in any working environment Or It can be said as the mere technique to convert Dysfunctional conflict to Functional one by adopting some conflict resolution techniques.

Conflict Management Techniques

Communication Bringing in Outsiders Restructure the Organization Adopting the Carrot and Rabbit Technique Authoritative Command Management of Scarce Resources Integrated goal establishment Less Interdependence

Conflict Management Techniques Conflict resolution Techniques

1. Problem Solving. Face to face meeting of the conflicting parties for the purpose of identifying the problem and resolving it through open discussion. 2. Subordinate goal. Crating a shared goal that cannot be attained without the cooperation of each of the conflicting parties.

3. Expansion Of Resources. When a conflict is caused by scarcity of a resources say money, promotion, opportunities, office space, expansion of resources can create a winwin solution.
4. Avoidance. Withdrawal from or suppression of the conflict. 5. Smoothening. Playing down differences while emphasizing common interests between conflicting parties. 6. Compromise. Each party to the conflict gives up something of value. 7. Authoritative Command. Management uses its formal authority to resolve the conflict and then communicate its desires to the parties involved. 8. Altering the Human Variable. Using behavioral change techniques such as HR Training to alter attitudes and behaviors that cause conflict. 9. Altering Structural Variables. Changing the formal organisation structure and the interaction patterns of conflicting parties through job redesign, creation of coordinating positions and the like.

WHEN CONFLICT IS BADLY MANAGED or IGNORED, the following often occurs...

anxiety withdrawal Procrastination helplessness Confusion Denial separation escalation polarization loneliness anger loss of productivity resentment high blood pressure stress tiredness Illness

broken crockery

WHEN CONFLICT IS MANAGED SKILLFULLY, the results are different.

a sense of smooth running comfort Fun vitality happiness openness Efficiency feeling of power relief comradeship a sense of achievement a sense of expansion Teamwork change Growth expanded relationships Peace relaxation good health restful sleep

THANK YOU FOR LISTENING!!!!