Conflict by Rajat Jhingan

8/4/2019 Conflict by Rajat Jhingan

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Conflict

By: Rajat Jhingan


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ConflictConflict can be a serious problem in theorganization.

It can create chaotic conditions that make itnearly impossible for employees to work together.

Conflict can destroy careers and harmcompanies.

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Conflicta situation in which people, groups orcountries are involved in a serious

disagreement or argument:

a situation in which there are opposing ideas,opinions, feelings or wishes; a situation inwhich it is difficult to choose:

Oxford Advanced Learners Dictionary

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ConflictConflict is a process that begins whenone party perceives that another partyhas negatively affected, or is about tonegatively affect, something that thefirst party cares about.

Stephen Robbins

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ConflictThe definition implies that whether or notconflict exists is largely a perceptual issue.

Further, it encompasses the wide range of conflicts that people experience inorganizations incompatibility of goals,

differences over interpretation of facts,disagreements based on behaviouralexpectations, fight for limited resources, andso on.

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ConflictTraditional View

All conflict is harmful and it must be avoided.

Conflict results from poor communication, alack of openness and trust between people,

and the failure of managers to be responsiveof the needs and aspirations of theiremployees.

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Conflict According to this approach, because allconflict is bad, managers need to directtheir attention towards the causes of the conflict and correct thesemalfunctioning to improve group and

organizational performance.

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ConflictHuman Relations View

Conflict is a natural and inevitableoutcome in any group.

Conflict should be accepted as a part of organizational life.

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Conflict According to this approach, conflictcannot be eliminated altogether and attimes it may even benefit a groups performance. Therefore, managersshould accept it as a part of

organizational life.

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ConflictInteractionist View

Conflict is not only a positive force in agroup but it is also an absolutenecessity for a group to performeffectively.

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ConflictThis approach does not propose that allconflicts are good. Rather, some conflicts

support the goals of the group and improveits performance.

Therefore, managers should maintain anongoing minimum level of conflict enoughto keep the group viable, self-critical andcreative.

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ConflictFunctional Conflict

Conflict that supports the goals of thegroup and improves its performance.

Dysfunctional ConflictConflict that hinders groupperformance.

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ConflictTask Conflict

Conflict over content and goals of thework.

Relationship ConflictConflict based on interpersonal

relationships.Process Conflict

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ConflictResearch evidence indicates thatrelationship conflicts are almost alwaysdysfunctional.

However, low levels of process conflictand low-to-moderate levels of task conflict are functional.

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The Conflict Process


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Stage 1: Potential Opposition orIncompatibility

Presence of conditions that createopportunities for conflict to arise.These conditions could be due to

communication, structure, or personalvariables.

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Stage 2: Cognition andPersonalization

One or more of the parties must be awareof the existence of the antecedentconditions.

It must also be felt emotionally, that is,make the person anxious, tense, frustratedor hostile.

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Stage 3: IntentionsIntentions are decisions to act in a givenway.Intentions could be

Competing a desire to satisfy ones

interests, regardless of the impact onother party to the conflict.

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Collaborating a situation in whichthe parties to a conflict each desire to

satisfy fully the concerns of all parties.

Avoiding the desire to withdraw fromor suppress a conflict

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Accommodating the willingness of one party in a conflict to place the

opponents interest above his or herown.

Compromising a situation in whicheach party to a conflict is willing to giveup something.

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Dimensions of Conflict-Handling Intentions

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Thus, when confronting aconflicting situation, people coulddecide

To win it all at any cost;To find an optimal solution;

To run away;To be obliging; orTo split the differences

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Stage 4: BehaviourThe stage where conflict becomes visible.It includes the statements, actions, andreactions made by the conflicting parties.

We can think of stage IV as a dynamicprocess of interaction.

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Conflict-Intensity Continuum

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Stage 5: OutcomesThe consequences of the conflict may be

functional or dysfunctional.

Functional outcomes could beimprovement in the quality of decisions,stimulation of creativity and innovation, asa tension release mechanism and fosteringan environment of change.

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Dysfunctional outcomes could be reducedgroup cohesiveness, problems in

interpersonal relations, communicationgap, and a general culture of discontent.

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Conflict by Rajat Jhingan