Amity Business School

CONFLICT MANAGEMENT

Amity Business School

Session outline
Conflict Levels of conflict Conflict situations in organizations Stages of conflict Know your Conflict handling style conflict management

Amity Business School

NEED

Amity Business School

CONFLICT
It occurs whenever disagreements exist in a social situation over issues of substance and/ or emotional antagonisms.

Amity Business School

Transitions in Conflict Thought

Traditional View of Conflict The belief that all conflict is harmful and must be avoided.
Human Relations View of Conflict The belief that conflict is a natural and inevitable outcome in any group. Interactionist View of Conflict The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively.

Amity Business School

Levels of conflict
Conflict within individual Conflict between individuals or interpersonal Intergroup conflict and Inter-organizational conflict

Amity Business School

Conflict within individual

What is it? Source? Approach- approach conflict Avoidance- avoidance conflict Approach- avoidance conflict Multiple Approach- avoidance conflict

Types of Conflict
Task Conflict

Amity Business School

Conflicts over content and goals of the work.

Relationship Conflict

Conflict based on interpersonal relationships.

Process Conflict Conflict over how work gets done.

Amity Business School

Conflict outcomes in organizations

Functional Conflict / Constructive conflict Conflict that supports the goals of the group and improves its performance.

Dysfunctional Conflict / Destructive Conflict

Conflict that hinders group performance.

Amity Business School

Conflict situations in organizations

Amity Business School

Types of conflict situations experienced by managers Vertical conflict Horizontal conflict Line- staff conflict Role conflict

Amity Business School

CHALLENGES FOR MANAGERS IN UNDERSTANDING CONFLICT SITUATIONS IN ORGANIZATIONS

Amity Business School

Explanations for the conflict situations

Key differences of opinion
Over the facts Over the methods Over the goal Over values

Reasons for these key differences on the opinion

Information Perceptions Roles

Amity Business School

POSSIBLE ANTECEDENT CONDITIONS TO CONFLICT Work flow interdependence Asymmetry Role or domain ambiguity Resources scarcity

Amity Business School

The Stages of Conflict

Antecedent conditions

Perceived Conflict

Felt Conflict

Manifest Conflict

Conflict Resolution or Suppression

Conflict aftermath

Amity Business School

Perceived Conflict
Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.

Felt Conflict
Emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility.

Amity Business School

Conflict management

Amity Business School

Outcomes
Lose lose conflict Win lose conflict Win- win conflict

Amity Business School

Conflict Management styles

Avoidance
Forcing/ competition/authoritative command Smoothing/ accommodating

Compromise
Collaborative/ problem solving

Amity Business School

Conflict Handling Styles

High Concern for Personal Goals

Amity Business School

SHARK:
Win-Lose Values goal over relationships
Low Concern For Relationships

OWL:
Win-Win Values both goal & relationship

FOX:
Win some-Lose some Values both but is willing to sacrifice certain aspects of either under certain circumstances

High Concern For Relationships

TURTLE:
Lose-Lose Low concern for either goal or relationship

TEDDY BEAR:
Lose-Win Values relationships Over goal

Low Concern for Personal Goals

Amity Business School

Conflict handling styles and its managerial implication

Amity Business School

Conflict-Handling style: Avoidance

When an issue is trivial, or more important issues are pressing. When you perceive no chance of satisfying your concerns. When potential disruption outweighs the benefits of resolution. To let people cool down and regain perspective. When gathering information supersedes immediate decision. When others can resolve the conflict effectively When issues seem tangential or symptomatic of other issues.

Amity Business School

Conflict-Handling style: Forcing/ Competition

When quick, decisive action is vital (in emergencies); on important issues.
Where unpopular actions need implementing (in cost cutting, enforcing unpopular rules, discipline).

On issues vital to the organizations welfare.

When you know youre right. Against people who take advantage of noncompetitive behavior.

Amity Business School

Conflict-Handling style: Smoothing/ Accommodation

When you find youre wrong and to allow a better position to be heard. To learn, and to show your reasonableness. When issues are more important to others than to yourself and to satisfy others and maintain cooperation. To build social credits for later issues. To minimize loss when outmatched and losing. When harmony and stability are especially important. To allow employees to develop by learning from mistakes.

Amity Business School

Conflict-Handling style: Compromise

When goals are important but not worth the effort of potential disruption of more assertive approaches. When opponents with equal power are committed to mutually exclusive goals. To achieve temporary settlements to complex issues. To arrive at expedient solutions under time pressure. As a backup when collaboration or competition is unsuccessful.

Amity Business School

Conflict-Handling style: Problem Solving / Collaboration

To find an integrative solution when both sets of concerns are too important to be compromised. When your objective is to learn. To merge insights from people with different perspectives. To gain commitment by incorporating concerns into a consensus. To work through feelings that have interfered with a relationship.