CHAPTER ONE

BRIEF INTRODUCTION
Conflict must be perceived by the parties to it; whether or not conflict exists is a
vvvperception issue. If no one is aware of conflict then it is generally agreed no
conflict exists.
CONFLICT DEFINED : Conflict then can be defined as a process that begins
when one party perceives that another party has negatively affected or is about to
negatively affect something the first party cares about.
TRANSITIONS IN CONFLICT THOUGHT : It is entirely appropriate to say
that there has been conflict over the role of conflict in groups and organizations.
One school of thought has argued that conflict must be avoided that it indicates a
malfunctioning within the group. This is the traditional view.
!nother school of thought" the human relations view" argues that conflict is a
natural and inevitable outcome in any grouped that it need not be evil" but rather
has the potential to be a positive force in determining group performance.
The third" and most recent perspective proposes not only that conflict can be a
positive force in a group but explicitly argues that some conflict is absolutely
necessary for a group to perform effectively. This third school of thought has been
called the interactions approach.
FUNCTIONAL VS. DYSFUNCTIONAL CONFLICT : Conflict that supports
the goals of the group and improves its performance is called functional conflict.
#ysfunctional conflicts are those which hinder group performance
The demarcation between functional and dysfunctional is neither clear nor precise.
$o one level of conflict can be adopted as acceptable or unacceptable under all
conditions. The type and level of conflict that creates healthy and positive
involvement toward one group% goal may" in another group or in the same group at
another time" be highly dysfunctional.
CONFLICT HANDLING INTENTIONS: ! lot of conflicts are escalated merely
by one party attributing the wrong intentions to the other party. !dditionally"
theres typically a great deal of slippage between intentions and behavior" so that
&ehavior does not always accurately reflect intentions.
Five conflict !n"lin# $it%!tion$ !ve &een i"entifie":
'( Competing) ! desire to satisfy ones interests regardless of the impact on the
party to conflict.
*( Collaborating) ! situation where the parties to conflict each desire to satisfy
fully the concerns of all parties.
+( !voiding) The desire to withdraw from or suppress a conflict.
,( !ccommodating) The willingness of one party in a conflict to place the
opponents interests above his or her own.
-( Compromising) ! situation in which each party to a conflict is willing to give
up something.
OUTCO'ES OF CONFLICT
F%nction!l o%tco(e: It is hard to visualize a situation where open or violent
aggression could be functional. &ut there are a number of instances where it is
possible to envision how low or moderate levels of conflict could improve the
effectiveness of a group. Conflict is constructive when it improves the .uality
of decisions" stimulates creativity and innovation" encourages interest and
curiosity amonggroup members. Conflict is an antidote to group thin/ing. It
doesnt allow the group passively to rubber0stamp decisions that may be based
on wea/ assumptions" inade.uate consideration of relevant alternatives" or
other debilities. Conflict challenges the status .uo and therefor furthers the
creation of new ideas" promotes reassessment of group goals and activities and
increases the probability that the group will respond to change.
D)$f%nction!l o%tco(e$: The destructive conse.uences of conflict on a group
or organizations performance are generally well /nown. 1ncontrolled
oppostion breeds discontent which acts to dissolve common ties" and
eventually lead to the destruction of the group cohesiveness" and subordiantion
of group goals to the primacy of infighting between members. !t the extreme"
conflict can bring group functioning to a halt and potentially threaten the
groups survival.
CHAPTER T*O
Det!il Un"e+$t!n"in# of conflict$
Conflict can occur at the individual" interpersonal" group" or organization levels.
!lthough conflict" especially intraindividual conflict" is conceptually related to
stress 2discussed in chapter ''(" conflict is given separate treatment here because of
the emphasis on interactive behavior.
INTRAINDIVIDUAL CONFLICT
3ithin every individual there are usually 2'( a number of competing needs and
roles" 2*( a variety of ways that drives and the roles can be expressed" 2+( many
types of barriers that can occur between the drive and the goal" and 2,( both
positive and negetive aspects attached to desired goals. These complicate the
human adaptation process and often result in conflict. Intraindividual forms of
conflict can be analyzed in terms of the frustration model" goals and roles.
Conflict D%e to F+%$t+!tion
4rustration occurs when a motivated drive is bloc/ed before a person reaches a
desired goal. The barrier may be either overt 2outward or physical( or covert
2inward" or mental0sociopsychological(. !n example of a frustrating situation a
might be that of a thirsty person who comes up against a stuc/ door and is
prevented from reaching a water fountain.
5acro
Organizational
Intergroup
Interpersonal
Int+!,In"ivi"%!l Conflict
! model of frustration

$eed #rive 6oal7incentive
2#eficiency( 2deficiency 2reduction of the drives
and
with direction( fulfillment of
deficiencies(
&arrier
2'(Overt
2*(Covert
4rustration

#efence mechanisms
2'( !ggression
2*( 3ithdrawal
2+( 4ixation
2,( Compromise
5ore recently" aggression has come to be viewed as only one possible reaction.
4rustration may lead to any of the defence mechanisms used by the human
organism. !lthough there are many such mechanisms" they can be grouped
according to four broad categories) aggression" withdrawal" fixation " and
compromise.
CO$48ICT
Go!l Conflict
!nother common source of conflict for an individual is a goal that has both
positive and negative features" or two or more competing goals. Three separate
tubes of goal conflict are generally identified)
'. !pproach0approach conflict" where the individual is motivated to approach two
or more positive but mutually exclusive goals.
*. !pproach0avoidance conflict" where the individual is motivated to approach a
goal and at the same time is motivated to avoid it. The single goal contains
both positive and negative characteristics for the individual.
+. !voidance0avoidance conflict" where the individual is motivated to avoid two
or more negative but mutually exclusive goals.
To varying degrees" each of these forms of goal conflict exists in the modern
organization.
Inte+-e+$on!l Conflict
&esides the intraindividual aspects of conflict" the interpersonal aspects of conflict
are also an important dynamic of interactive behavior.
So%+ce$ of Inte+-e+$on!l Conflict
5anagers who have conflict with subordinates" bosses" peers" or team members
most often attribute the cause to a personality problem or defect in the other party.
There are four sources of interpersonal conflict. These can be summarized as
follows)
'. 9ersonal differences) :veryone has a uni.ue bac/ground because of his or her
upbringing" cultural and family traditions" and socialization processes. &ecause
no one has the same family bac/ground" education" and values" the differences
can be a ma;or source of conflict. #isagreements stemming from the
differences <often become highly emotional and ta/e on moral overtones.
*. Information deficiency) This source of conflict results from communication
brea/down in the organization. It may be that the two people in conflict are
using different information or that one or both have misinformation.
+. =ole incompatibility) This type of interpersonal conflict draws from both in0
traindividual role conflict 2discussed in an earlier section( and intergroup
conflict 2discussed in the next section(.
,. :nvironmental stress) In environments characterized by scarce or shrin/ing
re0sources" downsizing" competitive pressures" or high degrees of uncertainty"
conflict of all /inds will be more probable.
INTERGROUP BEHAVIOR AND CONFLICT
Conceptually similar to interpersonal behavior is intergroup behavior.
Inte+#+o%- Be!vio+ in O+#!ni.!tion$
<Intergroup behavior occurs whenever individuals belonging to one group interact"
collectively or individually" with another group or its members in terms of their
reference group identification.>
Inte+!ctin# !n" Ove+l!--in# Role Set$) The role concept used in analyzing
intraindividual conflict can also be used in the understanding of intergroup
behavior. In particular" all organizational participants have certain expectations of
others and of themselves concerning what is involved in their roles. The
organization could be thought of as a set of such roles" and when these roles are in
interaction with one another" the organization could more realistically be pictured
as a system of overlapping role sets; this often results in conflict.
Antece"ent$ to Inte+#+o%- Conflict )
'.Competition for resources
*. Tas/ interdependence
+. ?urisdictional ambiguity
,. @tatus struggles.
St+%ct%+!l Conflict
Individuals in the organization have many conflicting organizational cross0
pressures operating on them.
'. Aierarchical conflict.
*. 4unctional Conflict.
+. 8ine0staff conflict.
,. 4ormal0informal conflict.
CHAPTER THREE
CAUGHT BY SURPRISE
On *' ?une 'BB- the =oyal #utch @hell 6roup" one of the largest and most
profitable companies in the world" was forced to give up its attempt to sin/ the
abandoned oil storage platform" &rent @par" in the $orth @ea. @hell%s management
was caught by surprise by the impact that an activist group 0 6reenpeace" in this
case 0 could have on years of careful planning and on the company%s reputation.
Obviously" the company%s handling of the platform issue was seriously flawed in
several areas" such as technically0driven crisis management" but for many
observers the most important .uestion was) Could @hell have anticipated 0 and
avoided 0 the &rent @par crisisC On the basis of our empirical research" we believe
that the answer is a clear yes.
3hy do managers have so much trouble foreseeing the emergence of these issuesC
4irst" the sheer variety is overwhelming. The =oyal #utch @hell Company alone
has been under attac/ recently for) oil spills; platform disposal; operations in
$igeria; sales of pornographic literature in its service stations;
@econdly" as companies become more global" the international dimension ma/es
the issues themselves more complicated.
3.=. 6race and Company. Indian farmers have used the seed of the neem tree as a
pesticide for centuries" and studies showed it to be an ecologically sound solution.
&ut when 6race decided to produce this pesticide on a commercial basis" some
organizations in India in India protested vehemently that the neem tree is
considered sacred by Aindus. 6race was criticized for failing to respect religious
beliefs.
Thirdly" companies face the added complexity that the fulfillment of one group%s
demands may very often be at the expense of those of other groups" so that
managers constantly have to balance various conflicting interests.
4inally" the situation becomes even more confusing when corporations are as/ed to
ta/e sides" to stand up for various principles" on issues in which they may not even
be directly involved. !s sixties radicals used to say" DIf you%re not part of the
solution" you%re part of the problemD.
CO'PANY ISSUE CHEC/LIST
In 'BBE" the &ritish0!ustralian company =TF0C=! decided to build" at a cost of '
billion !ustralian dollars 2around 1@ G H-I million(" a zinc mine in the !ustralian
state of Jueensland. The zinc mine pro;ect and a pro;ect0related pipeline would
contribute 'IK of world zinc output over a *I0year period. Aowever" management
recognised that there was an issue brewing with the 6ulf !borigines" who claimed
that the territory in which the mine would be located belonged to them" and that the
mine would the issue go away after =TFIC=! gained titleC 3hat financial
damages that might cancel out or reduce profits from the mining pro;ectC
The following relevant chec/list items that =TF0C=! managers could use to
evaluate the issue.
'. !re the arguments against the issue plausibleC
*. #oes the issue evo/e emotionC Is it understandable 0 visual" touching 0 by the
publicC
+. Is the issue media0friendlyC
,. !re there connections to other issues of the company or other companiesC
-. Aow strong is the companyC
E. Aow isolated is the companyC
H. Aow far have the dynamics of the crisis already evolvedC
L. Aow easy is the solution.
E!+l) A0!+ene$$ S)$te($
If a company decides to apply correct methodology and regularly scans its
environment for possible controversies" one option is to trac/ these issues
systematically using an early awareness system. These systems are most li/ely to
be based on a company%s existing information technology networ/.
Ci&!1Nov!+ti$
One excellent example is a system developed by @wiss chemical company Ciba
under the name Issue @upport M !dvocacy $etwor/ 2I@!$(" which can now be
found at $ovartis 2a merger of Ciba and @andoz(.
The template for signal description contains the following fields.
'. 3hat is the issueC
*. 3ho is affected 2internally7externally(C
+. 3ho has discovered the issueC
,. 3here did the signals appearC
-. why can it become an issue relevant for $ovartisC
E. 3hen did the signals appearC
Inte+-e+$on!l Conflict (!n!#e(ent !t Unite" Po$-o+%$ Li(ite".
!t 198 the reasons for the interpersonal conflict are analyzed and methods of
resolution are found. The data is collected through a method of %critical incidents%"
wherein the sub;ects are as/ed to relate incidents where they faced some /ind of
conflicting situations in their day0to0day wor/ing. 8i/ewise" they are also as/ed to
relate incidents of co0operation. This was done to derive an understanding of the
conditions leading to conflicts as well as co0operation.
C+itic!l Inci"ent St%") !t UPI
@hare your experiences while wor/ing on this ;ob. Juote an incident where a
conflicting situation arose due to difference of opinion or any other reason with
your superior or subordinate or colleague. Aow did you resolve this situationC
@hare one incident when there was full co0operation amongst the team and the
managersC
3hat" according to you are the general causes of conflict in your
organizationsC
@uggest measures to resolve themC
'. #ifferences of opinion *. Communication problems
+. 9oor commitment level ,. !ttitudinal problems
-. 8eadership style E. 9oor interpersonal relationship
H. !ny other 2please specify(............
CHAPTER FOUR
CONCLUSION
The term conflict has wide connotations. It could be an individuals
psychological state of mind within or without the organization. It could mean
the existence of a difference of opinion between two persons or groups )
colleagues" superior0subordinates" departments or labor and management. 3e
use the term conflict in the sense of a brea/down in the standard mechanisms
of decision ma/ing.
3henever people tal/ of conflict" the implication is that there is something
frightening. This notion prevails despite the fact that people /now that there is
no organization which is altogether free from conflicts. Its inevitability is
recognized by an individual only when he himself is faced with a conflict
situation.
1nli/e the traditionalists who viewed conflict in the negative sense" the
modernists believe that conflict is structural in origin" is inevitable and
endemic to the organizational milieu.
It is not always caused by the troublema/ers" rather it is determined by
structural factors and is integral to the nature of change. 3herever human
beings congregate and interact there are bound to be conflicts. In fact healthy
personalities always see/ some degree of conflict. 3hen conflicts are bound
to appear" come what may" our efforts should be directed not towards their
limitation" but towards a better understanding of conflicts. Conflicts should be
welcomed and handled rather than swept under the rug. Conflict is a
powerful process having potential for both desirable and undesirable
conse.uences. Aence it has to be managed and understood rather than
eliminated.
5ore often than not conflict leads to certain positive outcomes)
'. It provide an individual a chance to thin/ again" underta/e self
introspection and have a second loo/ at the existing things" be
they procedures" policies" e.uipment" behaviors etc.
*. It helps see/ clarification and generate search behavior.
+. It energizes people" leads to mild stimulation and one is at one%s times of
crisis. It helps them test their capacities.
,. it leads to innovation and at times to a new direction. 3hen conflict is
developed" attention is drawn to the malfunctioning parts of a system. It is
an indication that the situation calls for improvement. conflict is therefore
an essential portion of cybernetic system.
-. 8one standing problems which continue to agitate people%s minds surface.
They are able to release their tensions and unburden themselves. They
display creativity in identifying solutions and problems are dealt with.
This is not to suggest that conflict is always functional and has always a positive
outcome. It may also turn out to be detrimental and detrimental and disastrous
having deleterious effects. ! few such circumstances in which it can be termed as
harmful and undesirable are)
'. 3hen conflict does not lead to a solution" it is unproductive and investment of
time and efforts goes waste.
*. It is seriously harmful if it detracts attention from basic organizational
ob;ectives and ma/es people wor/ for their defeat.
+. It is undesirable if it creates a climate of distrust and suspicion among people;
if people feel defeated and demeaned and if it develops antagonism instead of a
spirit of cooperation.
,. In the event of a conflict there may be intensification of internalization of sub0
unit goals which may result in the neglect of overall organizational goals.
-. !s a conse.uence of conflict" there may be flight of personnel from
organization.
@chmidt points out that managers spend *IK of their time dealing with conflict
either as participants or a third party helping others to resolve their differences.
This signifies that conflict should not be viewed as a process to be feared and
suppressed" but as one to be understood and managed.
It provides an individual a chance to thin/ again" underta/e self introspection and
have a second loo/ at the existing things" be they procedures" policies" e.uipment"
behaviors etc.
'. It helps see/ clarification and generate search behavior.
*. It energizes people" leads to mild stimulation and one is at ones best in
times of crisis. It helps them last their capacities.
+. It leads to innovation and at times to a new direction. 3hen conflict is
developed" attention is drawn to the malfunctioning parts of a system. It is
an indication that the situation calls for improvement. Conflict is therefore
an essential portion of cybernetic system.
,. 8ong standing problems which continue to agitate peoples minds surface.
They are able to release their tensions and unburden themselves. They
display creativity in identifying solutions and problems are dealt with.
This is not to suggest that conflict is always functional and has always a positive
outcome. It may also turn out to be detrimental and disastrous having deleterious
effects. ! few such circumstances in which it can be termed as harmful and
undesirable are)
'. 3hen conflict does not lead to a solution" it is unproductive and investment of
time and efforts goes waste.
*. It is seriously harmful if it detracts attention from basic organizational
ob;ectives and ma/es people wor/ for their defeat.
+. It is undesirable if it creates a climate of distrust and suspicion among people;
if peoples feel defeated and demeaned and if it develops antagonism instead of
a spirit of co0operation.
,. In the event of a conflict there may be intensification of internalization of sub0
unit goals which may result in the neglect of overall organizational goals.
-. !s a conse.uence of conflict" there may be flight of personnel from the
organization.
@chmidt points out that managers spend *IK of their time dealing with conflict
either as participants or a third party helping other to resolve their differences. This
signifies that conflict should not be viewed as a process to be feared and
suppressed" but as one to be understood and managed.
CHAPTER FIVE
RECO''ENDATIONS
#ifferent approaches to conflict resolution can be suggested)
'. Conflict is inevitable; agreement is impossible. On this view" one may decide
to fight it out. This would result in a win0lose power struggle" but the main
issues of conflict can hardly be solved this way. !lternatively" the parties may
depend on third party ;udgement or on fate. &ut still the main issues are li/ely
to remain unresolved.
*. Conflict may not be inevitable" but agreement is not possible 2in a given
situation(. On this assumption" the parties may decide to withdraw from
interaction or become indifferent to the problems they face. This approach also
may provide temporary satisfactions and benefits to the same" but may not lead
to any meaningful resolution of conflict.
!lthough conflicts arise" agreement is possible. This is regarded as the most
positive approach to dealing with conflicts. Aere" both parties would recognize that
there is a need for solving the problem that has arisen. On parties may begin
interacting with each other.
The problem may be first method is collective bargaining. &y negotiations and
fran/ bargaining" it may be possible for the parties to arrive at solutions which are
less temporary an more widely acceptable to all than other solutions. 5oreover
opportunities to groups and persons to understand each other%s strengths and
wea/nesses" abilities and constraints. @uch understanding may be useful in
containing or solving future conflicts more easily and efficiently.
The organizational rules can changed in the interest of efficiency" but it is much
more difficult to change the values and personalities of individuals within an
organization.
@everal Organization #evelopment techni.ues have been found to be substantially
useful in solving issues li/e conflict. They are)
@ubordinate goal 2common goal that is appealing to conflicting groups(.
The reduction of interdependence between the conflicting groups.
:xpanding resources so that competition between the groups is minimized.
5utual problem solving to get the conflicting groups together in a face0to0face
meeting.
Creating a formal appeal system.
5erging the conflicting groups.
5aintaining a Company Issue Chec/list
5aintaining early !wareness systems.
CONFLICT RESOLUTION TECHNI2UES
9roblem solving 4ace0to0face meeting of the conflicting parties for the
purpose of identifying the problem and resolving it
through open discussion.
@uperordinate goals Creating a shared goal that cannot be attained without the
co0operation of each of the conflicting parties.
:xpansion of 3hen a conflict is caused by the scarcity of a resource0
resources say" money" promotion opportunities" office space0
expansion of the resource can create a win0win solution.
!voidance 3ithdrawal from" or suppression of" the conflict.
@moothing 9laying down the differences while emphasizing the
common interests between the conflicting parties.
Compromise :ach party to the conflict gives up something of value.
!uthoritative
command
5anagement uses its formal authority to resolve the
conflict and then communicates its desires to the parties
involved.
!ltering the human
variable
1sing behavioral change techni.ues such as human
relations training to alter attitudes and behaviors that cause
conflict.
!ltering the structural
variables
Changing the formal; organization structure and the
interaction patterns of conflicting parties through ;ob
redesign" transfers" creation of coordinating positions" and
the li/e.
CONFLICT STI'ULATION TECHNI2UES
Communication 1sing ambiguous or threatening messages to increase
conflict levels.
bringing in outsiders !dding employees to a group whose bac/grounds"
values" attitudes" or
managerial
styles differ from those of present members.
=estructuring the
organization
=ealigning wor/ groups" altering rules and regulations"
increasing interdependence" and ma/ing similar structural
changes to disrupt the status .uo.
!ppointing a devil%s #esigning a critic to purposely argue against the ma;ority
advocate positions held by the group.
BIBLIO GRAPHY
Organizational &ehavior by 5C 6=!30AI88 International edition
Organizational &ehavior by @tephen. 9. =obbins
5anaging outside 9ressure by 5atthias 3inter and 1lrich @teger
ACKNOWLEDGEMENTS
I am grateful for the active support of 5r. 6anesh @ingh for guiding me through
out whole pro;ect and motivating me and getting it completed under a strict time0
frame.
I am than/ful for International 5anagement Centre @taff for providing assistance
in availing the re.uired material for the pro;ect.
'ANAS /U'AR BIS*AS
SYNOPSIS
The following pro;ect underta/en is aimed at studying DConflict management
styles in various organizations. The types of conflict were studied" their reasons
were analyzed and strategies to contain them were suggested. The #ata was
secondary in nature and collected through various literature on the sub;ect" this was
done to derive an understanding of conflicts and their solutions. The findings were
then analyzed and compiled into the forthcoming report.
TABLE OF CONTENTS
SI. No. TOPICS
!c/nowledgement
@ynopsis
Ob;ective
'. Chapter one )0 &rief Introduction
*. Chapter Two )0 #etailed 1nderstanding of Conflicts
+. Chapter Three )0 Caught by @urprise
,. Chapter 4our )0 Conclusion
-. Chapter 4ive )0 =ecommendations
E. &ibliography
OB3ECTIVE
The ob;ective of the report was to study different types of conflicts affecting the
companies" the cause of the conflicts and management strategies and techni.ues
applied by various organizations to contain the conflicts.

A PROJECT REPORT
ON
CONFLICT MANAGEMENT
CONFLICT MANAGEMENT
STYLES IN VARIOUS
STYLES IN VARIOUS
ORGANIZATIONS
ORGANIZATIONS
SUBMITTED TO:
'R. GANESH SINGH
4OB 5 HR FACULTY6
SUBMITTED BY:
'ANAS /U'AR BIS*AS
INTERNATIONAL 'ANAGE'ENT CENTRE INTERNATIONAL 'ANAGE'ENT CENTRE
SOUTH E7TENSION8 NE* DELHI,9: SOUTH E7TENSION8 NE* DELHI,9: