Module 4 :Session 4

Conflict management

Developed by Dr J Moorman

Common sources of conflict

• Competition for scarce resources

• Different values and interests of people

• Antagonistic roles of different people

• Acquisition of power

• Communication breakdown

• Introducing change

Types of conflict

• Individual conflict (personal problems)

• Organisational

- Intra-individual – within an individual

- Inter-individual – between two

individuals

DCST – Persons in the middle

• Faced with expectations from above

• Faced with expectations at own level

• Faced with expectations from below

ROLE CONFLICT

Definition of Role

The term “role” is used to represent

behavior of an occupant of a given position

How individuals in a specific role behave depends on

How they feel they should behave

How they believe other people should respond to their actions

Role Conflict

Role conflict is a type of social conflict caused from an individual being

expected to take on separate and incompatible roles.

Breakdown in standard mechanisms of decision making

Types of Role Conflict

Role Ambiguity

This happens when a person is not clearly aware of the rights and duties associated with his/her role or has not properly learnt the patterned sequence of activities that relate to his/her rights and duties.

Role ambiguity can arise about the following aspects:

The scope of one’s responsibilitiesThe limits of authorityThe rules, sanctions and its applicationThe legitimate vs. the illegitimate aspects of

authority behavior

Role Overload

Having too much work to do in the time available

Inter-sender role conflictArises as the result of the expectations of one

“role sender” conflicting with the expectations of another “role sender.”

Basically conflicting expectations

Intra-sender role conflict

When a person is not capable – or resources and time are not

sufficient – to do a job.

Person role conflict

Role incompatible

with value system

Inter-role conflict

• Someone has multiple and divergent roles.

• The expectations attached to one role conflict with the expectations of the same individual in another role

Conflict is destructive when it…

• Diverts attention from important activities

• Undermines morale

• Reduces Co-operation

• Leads to irresponsible behaviour

And it can be constructive when….

• It results in clarification and solution to problems

• Helps relieve anxiety and stress

• Improves communication, co-operation and understanding

Inter-individual conflict usually due to

• The heterogeneity of personnel

• Differences in values, expectation, attitudes, interests

• All this creates fertile ground for conflict

How to avoid and resolve conflict

How to resolve conflict

Many ways of resolving conflict

Method you use depends on the

cause of the conflict

Solving conflictStep by step process

1. Define the problem or issue to be addressed

2. Analyse the issues and generate alternative courses of action

3. Evaluate the alternatives and select the best course of action

4. Implement the decision5. Monitor the result and evaluate the

impact

How to resolve conflict1. Avoid the conflict

2. Wait (it might go away)

3. Accept - conform to conflict expectation

4. Compromise – bargaining and splitting the difference

5. Use of authority – legitimate power used to bring about compliance

6. Independent action – third party intervention – third party used as a mediator

Avoiding conflict• Be calm

• Respect

• Be magnanimous

• Discuss / debate

• Be rationale

• Acknowledge emotions

• Be precise

• Be aware of displacement

• Think creatively

• Use the right words

• Change the environment

• Be honest

• Get ego out of your management style

Negotiation• Process by which you try to reach

agreement,

• Bargaining – parties have different preferences.

• Win / win or win / lose strategy

NegotiationWin-lose

• Defines conflict as a win lose strategy

• Pursue own outcomes

• Force the other group into submission

• Communicate high rigidity to communicate own position

• Threaten

• Use inaccurate and misleading communication

Win-win

• Defines conflict as a mutual problem solving situation

• Pursue joint outcome

• Find creative solution to satisfy both groups

• Use open and honest communication

• Communicate the flexibility of your position

Factors influencing choice of action

Legitimacy

• Compromise if expectations of both parties are perceived to be legitimate

• If both expectations are not perceived to be legitimate - avoidance

Factors influencing choice of action

Sanction

• For example, if both A and B have strong negative sanctions, you will need to compromise.

• Workers will follow their own inclinations if both managers have weak sanctions

Factors influencing choice of action

Power

• If manager A has more power than manager B = conform to A

• Compromise if both have power

• If neither have power – independent action