CONFLICT MANAGEMENT

Conflict ???A controversy or quarrel;active opposition;contention; strife or incompatibility Webster

In our day to day work relationships, it is unrealistic to expect NOT to have conflict. A key to working effectively with others is to understand conflict as a normal occurrence at work and to develop skills to manage conflict.

What is Conflict ?No shortage of definitionsA 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.A perception in the mind of an individual or a group of individuals that the other person or group is hindering the first party from achieving a goalIt is any tension that is experienced when one perceives that ones needs or desires are or are likely to be thwarted or frustrated

THE NATURE OF CONFLICT

Conflict is inevitable in any group that is together for any length of time.Different people will have different viewpoints, ideas, and opinions.Conflict occurs whenever there is no internal harmony within a person, or whenever there is disagreement or a dispute between individuals.

Desired Conflict OutcomesAgreement: Strive for equitable and fair agreements that last.Stronger relationships: Build bridges of goodwill and trust for the future.Learning: Greater self-awareness and creative problem solving.14-5

Functional Versus Dysfunctional Conflict

Task ConflictRelationship ConflictProcess Conflict

Types of ConflictFunctional conflict serves the organizations interests while dysfunctional conflict threatens the organizations interests

Task Conflict relates to the content and goals of the workRelationship conflict focuses on interpersonal relationshipsProcess conflict relates to how the work gets done

Functional (or constructive) conflictResults in positive benefits to individuals, the group, or the organization.Likely effects:Surfaces important problems so they can be addressed.Causes careful consideration of decisions.Causes reconsideration of decisions.Increases information available for decision making.Provides opportunities for creativity.

Dysfunctional (or destructive) conflictWorks to the disadvantage of individuals, the group, or the organization.Likely effects:Diverts energies.Harms group cohesion.Promotes interpersonal hostilities.Creates overall negative environment for workers.

Levels of Conflict in OB

IntraindividualInterpersonalIntergroupOrganizationalMicroMacroCONFLICT

Levels of ConflictIntra-individual conflicts: Can be analyzed in terms of frustration, roles, goalsFrustration conflict occurs when a motivated drive is blocked before a person reaches desired goalFrustration triggers defense mechanisms such as Aggression, Withdrawal, Fixation, CompromiseGoal Conflict arises in an individual when there two or more motives block one another; Three types are:Approach-approach conflict where individual approaches two or more positive but mutually exclusive rolesAvoidance-avoidance conflict where individual is motivated to avoid two or more goals negative but mutually exclusive goals Approach-avoidance conflict where individual is motivated to approach and avoid a goal at same time

Levels of ConflictRole is defined as position that has expectations evolving from established norms; Types of role conflict are:Between the person and the role (persons personality and expectations of the role)Intra-role (contradictory expectations about how a given role should be played)Inter-role (differing requirements of two or more roles that must be played at the same time)

Levels of conflict Interpersonal conflictOccurs between two or more individuals who are in opposition to one another. Sources are:Personal difference Information DeficiencyRole incompatibilityEnvironmental StressJohari window approach helps analyze such conflictStrategies for Interpersonal conflict resolution: Lose-Lose, Win-Lose, Win-Win

Levels of ConflictInter-group conflictOccurs among members of different teams or groups; Antecedents are: Competition for resources, Task interdependence, Jurisdictional ambiguity, Status StrugglesStrategies for Inter-group conflict resolution: Avoidance, Diffusion, Containment, ConfrontationInter-Organizational conflict.Occurs in the competition and rivalry that characterize firms operating in the same markets.Occurs between unions and organizations employing their members.Occurs between government regulatory agencies and organizations subject to their surveillance.Occurs between organizations and suppliers of raw materials.

NEGATIVE FORCES OF CONFLICTDiverts attention from important issuesMay damage morale

May cause polarizationReinforces differences in valuesProduces irresponsible and regrettable behaviorsOutcomes and forces of conflict

POSITIVE FORCES OF CONFLICTStimulates interestMeans for problems to be heardIncreases cohesivenessPromotes changeProvides means to work together

Antecedents of ConflictPersonality clash or conflictOverlapping or unclear job boundariesPerception differences, Incompatible personality or value systemRace, ethnicity, or gender differencesDiverse goals or objectivesCompetition for limited resourcesInter-department/inter-group competitionGroup status or identityInadequate communicationInterdependent tasksOrganizational complexity Unreasonable or unclear policies, standards, or rulesUnreasonable deadlines or extreme time pressureCollective decision making, Consensus decision makingDisagreement on how things should be doneUnmet expectationsUnresolved or suppressed conflictPersonal, self, or group interestTension and stressPower and influence14-4a

How can conflict bemanaged successfully?Conflict resolution.A situation in which the underlying reasons for a given destructive conflict are eliminated.Effective resolution begins with a diagnosis of the stage to which conflict has developed and recognition of the cause(s) of the conflict.

How can conflict bemanaged successfully?The issue of who wins?Lose-lose conflict.Occurs when nobody gets what he or she wants.Avoidance, accommodation or smoothing, and compromise are forms of lose-lose conflict.Win-lose conflict.One part achieves its desires at the expense and to the exclusion of the other partys desires.Competition and authoritative command are forms of win-lose conflict.Win-win conflict.Both parties achieve their desires.Collaboration or problem solving are forms of win-win conflict.

Conflict Resolution Techniques

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Conflict Resolution Techniques

Problem solvingFace to face meeting to identify problems, resolve through open discussion

Superordinate GoalsCreate shared goal that cannot be attained without cooperation of each of the shared parties

Expansion of resourcesExpand resources if conflict is caused due to scarcity of resources

AvoidanceWithdrawal / suppression of conflict

SmoothingPlaying down differences while emphasizing the common interests between parties

CompromiseEach party to the conflict gives up something of value

Authoritative commandManagement uses its formal authority to resolve conflict and communicates to the parties involved

Altering human variablesUse HR training / behavioral change to alter conflict causing attitudes, behavior

Altering structure variablesChange formal organization structure and interaction pattern of conflicting parties through job redesign, transfers etc

Conflict Stimulation (Escalation) Techniques

CommunicationUsing ambiguous or threatening messages to increase conflict

Bringing in outsidersAdding employees to a group, diverse in terms of values, managerial style, attitudes

Restructuring organizationRealigning work groups, alter rules etc to disrupt status quo

Appointing Devil's advocateDesignating a critic to argue against majority positions held in group

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