CONFLICTS

IN
ORGANISATIONS

CONFLICT
According to Robbins

Conflict is a process in which an effort is

purposefully made by one person or unit to
block another that results in frustrating the
attainment of the others goals or furthering
of own interests.
EFFORTS
PURPOSEFULLY
MADE

To block
other

Further your own interests

/Achieve own goals
Not letting other
people attain their goal

CONFLICT

Individual

Unit / Group
EFFORTS MADE PURPOSEFULLY
AGAINST OTHERS

Dont let others

attain their goals

Want to further your interests

/achieve your goals

THE EFFECT OF CONFLICT ON

ORGANIZATION PERFORMANCE

THE CONFLICT PROCESS

Stage 1
Potential Opposition

Stage 2
Cognition &
Personalisation

Stage 3
Behaviour

INCREASED
GROUP
PERFORMANCE

PERCEIVED
CONFLICT
ANTECEDENT
CONDITIONS
Communication
Structure
Personal variables

OVERT
CONFLICT

FELT
CONFLICT

Stage 4
Outcomes

DECREASED
GROUP
PERFORMANCE

CONFLICT HANDLING
STYLES
Competition
Collaboration
Accommodation
Avoidance
Compromise

SOURCES OF CONFLICT
Goal incompatibility.
Different values and beliefs.
Task interdependence.
Scarce resources.
Ambiguity in rules and regulations.
Communication problems in the organisation.
Change in the Organisation.

LEVELS OF TASK INTERDEPENDENCE

Pooled, Sequential, Reciprocal
RESOURCES

1.

2.

Employee1

Employee1
(Output)

Employee 2

I/P

Employee 2
(Output)

Employee 3

I/P

Employee 3

Employee1
3

Employee 2

Employee 4
Employee 3

LEVELS/
TYPES OF CONFLICT
There are 4 levels of conflicts in the organisations:
1. Intra-individual conflict.
2. Inter-individual conflict.
3. Intra-group conflict.
4. Inter-group conflict.

LEVELS/
TYPES OF CONFLICT
INTRA-INDIVIDUAL CONFLICT
This refers to conflict within an individual.
Also called Intrapersonal conflict.
This can be because of
Role conflict (Different role expectations)
Role ambiguity (lack of clarity over how to act)

LEVELS/
TYPES OF CONFLICT
INTER-PERSONAL CONFLICT
Such type of conflicts occur between two
individuals in an organisation.
It arises mainly because of differences in
perception, temperaments, personalities, value
systems etc.

LEVELS/
TYPES OF CONFLICT
INTRA-GROUP CONFLICT
This type of conflict refers to disputes among some
or all of the members of the group.
Visualised more when people come from different
backgrounds.
Family run businesses are more prone to intra-group
conflicts.
Such types of conflicts usually ariseWhen new values are imported from the social
environment to the group.
When a persons extra-group role comes into
conflict with his intra-group role.

LEVELS OF CONFLICT
INTER-GROUP CONFLICT
This type of conflict refers to conflicts between
groups, departments, or sections in an organisation.
Such types of conflicts are highly visible.
Some reasons for such types of conflictsTask interdependence (Pooled, Reciprocal, Sequential)
Task ambiguity (Lack of clarity)
Goal incompatibility
Competition for limited resources.
Line and Staff conflict

OUTCOMES/
EFFECTS OF CONFLICT
Conflict is often viewed as destructive, but it can be
constructive also.
Conflict is functional (when conflict results in the
improvement of group performance)
Conflict is dysfunctional (when conflict hinders group
performance)

OUTCOMES/
EFFECTS OF CONFLICT
What happens when conflict is destructive ?
Dysfunctional conflicts hinders and prevents organisational
goals from being achieved.
Can lead to discontentment & distrust amongst
people. (Negative climate in the organisation)
Can lead to wastage of resources.
Reduction in group cohesiveness.
Actual work can take a backseat.
In extreme cases, group functioning can come
to a halt.

OUTCOMES/
EFFECTS OF CONFLICT
What happens when conflict is constructive ?

Functional conflicts are crucial for effective functioning of

the organisations.
Quality of decisions improved.
Stimulates creativity and innovation
Provides a medium for airing problems and
tensions released.
Puts a break to groupthink.
Improves productivity.
Enhances morale and cohesion.

OUTCOMES/
EFFECTS OF CONFLICT
Example of a company that suffered because of too little
functional conflicts

GM

1960s to 1990s
(Problem Phase)
Managers were yes boss types.
Never questioned company actions.
Believed what worked in the past.
will work in future as well.
Tendency was to avoid any kind of conflicts.

Proved disastrous for the organisation.

OUTCOMES/
EFFECTS OF CONFLICT
Example of a company that suffered because of too little
functional conflicts
YAHOO!
Begun in
1994.

REASONS ANALYSED

Best known
brands
(1999)

2001- Dotcom bubble,

Company suffered
a setback

Too insulated and void of functional conflicts.

Managers and staff didnt want to change
status quo.
Source of the problem (CEO)- Tim Koogle
Was changed in 2001 and hence the fortunes
of company also changed.

APPROACHES TO
CONFLICT MANAGEMENT
1st Approach of Conflict Management
1. PRESSURE TACTICS:
Use of force and pressure on the opposite party
and making him perforce comply with your own
terms and conditions.
2. EXCHANGE-ORIENTED TACTICS:
Better and more peaceful way of solving a
conflict. Both the parties are ready to make
concessions and reach to some solution.

APPROACHES TO
CONFLICT MANAGEMENT
2nd Approach of Conflict Management
1. BARGAINING:
Each party tries to force the adversary into
making maximum concessions and at the same time
concedes very little.
2. NORM FOLLOWING:
Both parties try to make rules and then follow
them for solving the conflict.

MODEL OF CONFLICT MANAGEMENT

(By ROBERT MADDUX)

DEGREE OF ASSERTIVENESS

HIGH

LOW

WIN/LOOSE

PROBLEM SOLVING

COMPROMISE

AVOIDANCE
LOW

ACCOMODATING

DEGREE OF CO-OPERATION

HIGH

MODEL OF CONFLICT MANAGEMENT

(By ROBERT MADDUX)

Robert Maddux developed a model matrix to

explain 5 ways of managing conflicts.
These are
1. Win- Loose or Competing style
2. Problem-solving or Collaborative style
3. Compromise Style
4. Avoidance Style
5. Accommodating Style

MODEL OF CONFLICT MANAGEMENT

(By ROBERT MADDUX)
AVOIDANCE STYLE
Degree of Assertiveness is low and degree of cooperation is also low.
Can be best described as non-confrontational.
A conflict doesnt get addressed at all.
A Party passes over an issue or totally ignores the
person with whom he is in conflict.
This style is used when issue is not important to the
parties.

MODEL OF CONFLICT MANAGEMENT

(By ROBERT MADDUX)
AVOIDANCE STYLE
ADVANTAGES
1. Gives some time to
collect relevant
information which can
be used later on.
2. Attention can be paid
to more important
issues.

DISADVANTAGES
1. Allows conflict to grow
(Snowball effect).
2. Sets stage for a
bigger explosion later
on.
3. Keeps you away from
the solution of the
problem.

MODEL OF CONFLICT MANAGEMENT

(By ROBERT MADDUX)
ACCOMODATING STYLE
Degree of Assertiveness is low and degree of cooperation is high.
Can be best described as giving in, perhaps because
the relationship is more important than the conflict.
The party co-operates even at the expense of
personal goals.

MODEL OF CONFLICT MANAGEMENT

(By ROBERT MADDUX)
ACCOMODATING STYLE
ADVANTAGES
1. Advances harmonious
relations between
parties.
2. Earn goodwill for the
party.

DISADVANTAGES
1. Can lead to losses for
oneself.
2. Lessens the power of
the party giving in.

MODEL OF CONFLICT MANAGEMENT

(By ROBERT MADDUX)
WIN/LOOSE STYLE

Degree of Assertiveness is high and degree of cooperation is low.

Also known as Competitive style.
Known as class conflict during which a person is
confrontational, aggressive and wants to win at all
costs.
Needs of the other person totally disregarded.

MODEL OF CONFLICT MANAGEMENT

(By ROBERT MADDUX)
WIN/LOOSE STYLE

ADVANTAGES
1. Decisions can be
made quickly.
2. Demonstrates
commitment and
importance of the
issue.

DISADVANTAGES
1. Can harm the
relationships
between two
parties.
2. Parties may resort
to wrong tricks to
win.

MODEL OF CONFLICT MANAGEMENT

(By ROBERT MADDUX)
PROBLEM-SOLVING STYLE

Degree of Assertiveness is high and degree of cooperation is also high.

Also known as Collaborating style.
This style is used when both the parties have high
respect for each other.
Each party is also concerned about the needs of the
other.
So, they try to find a solution that will satisfy both
of them.

MODEL OF CONFLICT MANAGEMENT

(By ROBERT MADDUX)
PROBLEM SOLVING STYLE

ADVANTAGES
1. Satisfies both parties.
2. Demonstrates good
virtues like respect for
each other.
3. Promotes the idea
that conflicts can be
productive.

DISADVANTAGES
1.

Can be time-consuming.

MODEL OF CONFLICT MANAGEMENT

(By ROBERT MADDUX)

COMPROMISING STYLE
Degree of Assertiveness is medium and
degree of co-operation is also medium.
In this style, both parties give up something
in order to gain something.
Both the parties will only be partially
satisfied.

MODEL OF CONFLICT MANAGEMENT

(By ROBERT MADDUX)
COMPROMISING STYLE

ADVANTAGES
1.

Conflict can be
resolved quickly.
2. Can be seen as win-win
situation for both
parties.
3. Can be used as a last
resort when other
methods fail.

DISADVANTAGES
1.

Can be seen as a lossloss situation for both

the parties.

TECHNIQUE OF
CONFLICT RESOLUTION

NEGOTIATION
A process in which two or more parties attempt to
reach an acceptable agreement in a situation
characterised by some level of disagreement.

SITUATION
OF
DISAGREEMENT
PARTY 1

PARTY 2

TYPES OF NEGOTIATION
Distributive negotiation
Parties believe that
resources are fixed and
these have to be
distributed.
I win-you lose is the
approach of parties.
Primary interests of the
parties are opposite.
Focus of relationships is
short term.

Integrative negotiation
Parties believe that
resources are variable.
Approach is to create a
win-win situation for both
parties.
Primary interests of the
party congruent with each
other.
Focus of relationships is
long term.

CUDSA An interactive framework

for managing conflicts

Confront the situation

Understand each partys

situation

Define the Problem

Search for and

evaluate solutions

Agree upon and implement

the best solution

CONFLICT
CONFLICTS ARE INEVITABLE IN THE
ORGANISATIONS.
In the workplace, the challenge is to view conflict as
an
opportunity
for
growth
and
resolving
differences,
thereby
enhancing
morale,
productivity and improving the work environment.