Conflict Management

What do we mean by conflict ?

• Conflict is the opposition or antagonistic attitude to an issue.

• The process in which one party perceives that its interests are being opposed by another party.

Conflict in Organisations

A disagreement between two or

more persons or work groups

resulting from an incompatibility of

goals, resources, expectations,

perceptions, or values.

A Conflict may be either…..

• Constructive / Positive

– Generally around an issue

– Communication is intact

– Alternative views add depth and richness

• Destructive / Dysfunctional

– About a personality clash

– Noise and anger in place of communication

– Stands are frozen

Conflict in Organisations : Pros & Cons

• Stimulates critical analysis

• Precursor to change

• Clears the air

• Conflict between groups generates cooperation within groups

• Interferes with normal functioning

• Encourages emotions, not reason

• Attention focused away from org. goals toward personal goals

• No place in crisis organisations

Some Causes of Conflict

• Incompatible personalities or value systems

• Overlapping responsibilities

• Competition for limited resources

• Inadequate communication

• Unclear organisational policies

• Unreasonable deadlines

• Inter-dependence

Types of Organisational Conflict

• Role conflict : disagreements about role requirements (expectations)

• Inter-personal conflict : between two or more people

• Inter-group conflict : between groups eg departments, sections, work teams etc

Forms of Role Conflict

• Inter-sender conflict

• Intra-sender conflict

• Inter-role conflict

• Person-role conflict

Inter-sender Role Conflict

When a supervisor expects a subordinate to behave in ways that are in disagreement with the requirements of the job, the reward system, or with the expectations of others.

Intra-sender Role Conflict

When one role sender (eg.

Supervisor) sends two or more

contradictory sets of expectations.

Inter-role & Person-role Conflict

• Inter-role : When the demands or expectations associated with two or more roles conflict.

• Person-role : When the expectations of a role are incompatible with the unique qualities of the individual occupying the role.

Inter-personal Conflict

• Over scarce resources ( eg budgets, facilities)

• Over goals (objectives, values)

• Over means ( policies, procedures, tactics)

• Over facts (communication, information flow, perception)

Inter-unit Conflicts : Causes

• Task inter-dependencies – For information, service, performance

needed to accomplish unit goals– Usually occur when demand is increasing,

supply is decreasing, roles are unclear

• Task dependencies– The relatively independent unit may be

prone to not co-operate– Power differentials between units can

contribute

Inter-unit Conflicts : Causes

• Inconsistent rewards & performance criteria between units/departments eg sales & manufacturing

• Differentiation between units ( in structure, process, leading to different sub-cultures). This may effect– Goal orientation– Time orientation– Formality of structure– Supervisory styles

Sources of Conflict in Organisations

Sources of Conflict

Incompatilbe goals

Different values & beliefs

Task interdependenceScarce resources

Ambiguous rules

Communication problems

Conflict Resolution Strategies

• Passive resolution

• Win-lose resolution

• Integrative resolution

Passive Resolution

– Both parties are very rigid

– Conflict situation is about to change

– Smooth over by being supportive, concerned, reassuring

– Withdraw by avoiding situation, take no stand

– Smoothing over is a more sensitive approach, whereas withdrawal adds to frustration of individuals involved in conflict

Win-lose Resolution

• Some situations are such that one party’s gain is another’s loss

• Force settlement by taking sides

• Losers are likely to engage in non-productive behaviours– Filter communication to winner– Make non-committal statements– Fail to identify with goals of organisation

• Thus energy, creativity, & intelligence of losers is lost

Win-lose Resolution

• Resort to rules : more impersonal, may ignore some viable options

• Use voting : democratic but time-consuming, may not give ‘best’ solution

• Seek compromise : both give a little, may be preferable to win-lose

• Get help from impartial expert : referees, bargaining, negotiation

Integrative Resolution

• Mutual problem solving; collaboration; win-win

• Change spatial arrangements to remove ‘we-they’ distinction

• Reduce group size for easy discussion

• Train group leaders in problem solving

Integrative Resolution

• Develop sensitivity amongst all; train in reflective listening

• Share information equally

• Deal with problems immediately

• Insist on consensus of both parties

Minimising Conflict

• Emphasise superordinate goals

• Reduce differentiation

• Improve communication

• Reduce task inter-dependence

• Increase resources

• Clarify rules & procedures