Published on March 11, 2014
• Conflict Defined – Is a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about. – S.P.Robbins • “conflict may be viewed as a breakdown in the standard mechanism of decision making” - Louis Conflict
Nature of conflict • Difficulty in choosing among the various courses of actions available. • Conflicting perception, values and goals. • Dynamic process • Must be perceived by the parties to it.
Different views about conflict • Traditional View of Conflict • The belief that all conflict is harmful and must be avoided. Causes: • Poor communication • Lack of openness • Failure to respond to employee needs Causes: • Poor communication • Lack of openness • Failure to respond to employee needs
Dysfunctional aspects • Tension • Resignation of key personnel • Dissatisfaction • Creation of distrust • Goal displacement • Weakening of the organization
Human Relations View of Conflict The belief that conflict is a natural and inevitable outcome in any group. Interactionist /Modern View of Conflict The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively.
Positive/Functional Aspects of Conflict • Release of tension • Creativity • Stimulation of Change • Identification of weaknesses • Group cohesiveness
Functional Conflict Conflict that supports the goals of the group and improves its performance. Functional versus Dysfunctional Conflict Dysfunctional Conflict Conflict that hinders group performance.
1. Antecedent conditions 2. Perceived Conflict 3. Felt Conflict 4. Manifest Conflict 5. Conflict aftermath The Conflict Process
Stage II and III: Perceived Conflict Awareness by one or more 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.
Conflict Management Techniques Conflict Resolution (Curative) Techniques •Compromise •Problem solving •Smoothing or Accomodating •Dominance or Confrontation Conflict Resolution (Curative) Techniques •Compromise •Problem solving •Smoothing or Accomodating •Dominance or Confrontation
Conflict Stimulation Techniques • Informal Communication • Bringing in outsiders • Restructuring / Reorganizing the organization • Encouraging competition Conflict Stimulation Techniques • Informal Communication • Bringing in outsiders • Restructuring / Reorganizing the organization • Encouraging competition Conflict Management Techniques
Preventing Conflicts • Establishing superordinate goals • Reducing interdependence • Rotation of personnel • Trust and communication • Avoidance • Appeal to higher authority Conflict Management Techniques
Types and Levels of Conflict I. Intra individual Conflict Sources 1. Frustration 2. Goal Conflict a. Approach – Approach conflict b. Approach – Avoidance conflict c. Avoidance – Avoidance conflict 3. Role Conflict
Types and Levels of Conflict II. Inter Personal Conflict 1.Personality differences 2.Perception differences 3.Differences in value system 4.Power and status differences 5.Scarcity of resources 6.Role conflict
Types and Levels of Conflict III. Organizational / Inter Group Conflict 1.Incompatible goals 2.Task interdependence 3.Sharing of resources 4.Joint decision – making 5.Attitudinal differences
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