Conflict

What Do You Think?

When you hear the word . . .

CONFLICT What do you think and what images

come to you . . .

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Introduction

Definition– Opposition – Incompatible behavior– opposed interaction– Block another party from reaching her or his goals

Introduction

Key elements– Interdependence with another party– Perception of incompatible goals

Conflict events– Disagreements– Debates– Disputes– Preventing someone from reaching

valued goals

Introduction

Conflict is not always bad for an organization

Do not need to reduce all conflict An inevitable part of organization

life Needed for growth and survival Conflict management includes

increasing and decreasing conflict Major management responsibility

Definition

A situation in which someonebelieves that his or her own needs have been denied.

“Conflict is a predictable social phenomenon and should be channeled to useful purposes.”

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Symptoms Of Conflict

Tensions. No desire to communicate. Work not done properly. Disastrous meetings. Anger occurs quickly and easily.

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Symptoms Of Conflict

Failing productivity. Slipping morale. Absenteeism. Accidents. Escalating costs. Shouting. Bad times.

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Levels and Typesof Conflict

Individual

Group

Organization

Type of conflictLevel of conflict

Within and between organizations

Within and between groups

Within and between individuals

Levels and Typesof Conflict

Intraorganization conflict– Conflict that occurs within an

organization

– At interfaces of organization functions

– Can occur along the vertical and horizontal dimensions of the organization

• Vertical conflict: between managers and subordinates

• Horizontal conflict: between departments and work groups

Levels and Typesof Conflict

Intragroup conflict– Conflict among members of a group

– Early stages of group development

– Ways of doing tasks or reaching group's goals

Intergroup conflict: between two or more groups

Levels and Typesof Conflict

Interpersonal conflict– Between two or more people

– Differences in views about what should be done

– Efforts to get more resources

– Differences in orientation to work and time in different parts of an organization

Levels and Typesof Conflict

Intrapersonal conflict– Occurs within an individual

• Threat to a person’s values

• Feeling of unfair treatment

• Multiple and contradictory sources of socialization

• Related to the Theory of Cognitive Dissonance

Levels and Typesof Conflict

Interorganization conflict– Between two or more organizations

– Not competition

– Examples: suppliers and distributors, especially with the close links now possible

Toward Conflict Management

Conflict management is defined as “the opportunity to improve situations and strengthen relationships” .

–proactive conflict management

–collaborative conflict management

Conflict Handling Behaviours

High

LowLow High

Competing Collaborating

Compromising

Avoiding Accommodating

Cooperation

Assertion

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Toward Conflict Management

Blake and Mouton’s Conflict Grid

Toward Conflict Management

Blake and Mouton (1970) proposed a grid that shows various conflict approaches.

– The 1,1 style is the hands-off approach, also called avoidance.

– The 1,9 position, also called accommodation, is excessively person-oriented.

Toward Conflict Management

– The 5,5 position represents a willingness to compromise.

– The 9,1 is the bullheaded approach, also called competing.

– The optimum style for reducing conflict is the 9,9 approach, also called collaboration.

AvoidingPhysical of mental withdrawalLow concern for either partiesLose-Lose situation

2. Smoothing/Accomodating

Accommodating the other parties interest

Lose-win situation

3.Forcing/competing:

Using power

Skills, tactics

To achieve, domination

Aggression

Win-lose situation

4.compromising:Search for middle group

Willing to give up something

In exchange for gain

Moderate degree of concern

No clear outcome

5. Collaboration:

Facing the conflict directly

Mutual satisfaction

Problem solving

Win-Win out come