1. Presented by, Athira S Athulya S.P Vinson A. CONFLICTVINSON A MENDEZ, SME, KUFOS 1

2. INTRODUCTION The concept of conflict , being an outcome of behaviors, is an integral part of human life.Where ever there is interaction, there is conflict. Conflict can be considered as an expression of hostility(unfriendliness or opposition), negative attitudes, antagonism, aggression, rivalry and misunderstanding. VINSON A MENDEZ, SME, KUFOS 2 3. DEFINITION According to Follett, Conflict is the appearance of difference , difference of opinions, of interests. It is a 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. Conflict is a psychological state of mind when people are in a dilemma whether to do or not to do a thing, is a state of conflict. VINSON A MENDEZ, SME, KUFOS 3 4. NATURE OF CONFLICT Conflict occurs when individuals are not able to choose among the available alternative courses of action. Conflict between two individuals implies that they have conflicting perception, values and goals. Conflict is a dynamic process as it indicates a series of events. Conflict must be perceived by the parties to it. If no one is aware of a conflict, then it is generally agree that no conflict exists. VINSON A MENDEZ, SME, KUFOS 4 5. VIEWS ON CONFLICT Traditional view:The early approach to conflict assumed that all conflict was bad. Conflict was viewed negatively, and it was used synonymously with terms such as violence and destruction. Human Relations view:The human relations position argued that conflict was a natural occurrence in all groups and organizations. Since conflict was inevitable it is accepted and there are even times when conflict may benefit a groups performance. InteractionistView( ModernView):This view is based on the belief that conflict is not only a positive force in a group but is also necessary for a group to perform effectively. This approach encourages group leaders to maintain an ongoing minimum level of conflict enough to keep the group viable, self-critical and creative.VINSON A MENDEZ, SME, KUFOS 5 6. FORMS ANDTYPES OF CONFLICT Functional support the goals of the group and improves its performance. Dysfunctional conflict that hinders group performance. Functional conflict differentiates from dysfunctional conflict on the basis of types of conflict; (i) Task Conflict: Related to content and goals of the work. (ii) Relationship Conflict: Focuses on interpersonal relationships. (iii) Process Conflict: Process conflict relates to how the work gets done. VINSON A MENDEZ, SME, KUFOS 6 7. RELATION BETWEEN ORGANISATIONAL PERFORMANCEAND CONFLICT VINSON A MENDEZ, SME, KUFOS 7 8. When it really gets bad In 1994, 18 million cases were filed in US courts at a cost of $300 billion 20% of Fortune 500 executives time is spent on conflict related activities The amount of managerial time spent dealing with conflict was 30% in 1976 and 42% in 1996 VINSON A MENDEZ, SME, KUFOS 8 9. PROCESS OF CONFLICT Stage1 Stage2 Stage3 Stage4 Stage5 Potential opposition Cognition and Intentions Behaviour Outcomes or incompatibility personalisation Antecedent conditions Communication Structure Personal variables Perceived conflict Felt conflict Conflict-handling intentions Competing Collaborating Avoiding accommodating Overt conflict Partys behaviour Others reaction Increased group performance Decreased group performance VINSON A MENDEZ, SME, KUFOS 9 10. STAGE 1: INCOMPATIBILITY Communication: the potential for conflict increases when either too little or too much communication takes place. Jargon, insufficient exchange of information, and noise are potential antecedent conditions to conflict. Structure: size and specialization act as forces to stimulate conflict. The larger the group and more specialized its activities, the greater the chance of conflict. PersonalVariables: personality, emotions, and values of individuals are potential force for conflict. If these conditions negatively affect something that one party cares about, then the potential for opposition or incompatibility becomes actualized in the second stage.VINSON A MENDEZ, SME, KUFOS 10 11. STAGE 2: COGNITION AND PERSONALIZATION 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 that creates anxiety, tenseness, frustration, or hostility. VINSON A MENDEZ, SME, KUFOS 11 12. STAGE 3: INTENTIONS Decisions to act in a given way. Intervene between peoples perceptions and emotions and their overt behaviour. competing: a desire to satisfy ones interests, regardless of the impact on the other party to the conflict. Collaborating: a situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties. Avoiding: the desire withdraw from or suppress a conflict. Accommodating: the willingness of one party in a conflict to place the opponents interests above his or her own. Compromising: a situation in which each party to a conflict is willing to give up something. VINSON A MENDEZ, SME, KUFOS 12 13. Competin g Avoiding Compromis ing Collaborat ing Accommoda ting a s s e r t i v e n e s s Asserti ve Unasserti ve Cooperativene ss Uncooperati ve Cooperati ve VINSON A MENDEZ, SME, KUFOS 13 14. STAGE 4: BEHAVIOUR At this stage conflict become visible. Stage includes statements , actions and reactions made by the conflicting parties. Visualising of conflict behaviour Annihilatory conflict No conflict Aggressive physical attacks Overt efforts to destroy the other party Overt questioning or challenging others Threats and ultimatums Minor disagreements or misunderstandings Assertive verbal attacks VINSON A MENDEZ, SME, KUFOS 14 15. STAGE 5: OUTCOMES The action-reaction interplay between the conflicting parties result in consequences. Functional outcomes: result in improvement in the groups performance. Conflict is constructive when it improves the quality of decisions, stimulates creativity and innovation, encourages interest and curiosity among group members, tension released and fosters an environment of self-evaluation and change. Dysfunctional outcomes: result in destructive consequences. Retarding communication, reduction in group cohesiveness and subordination of group goals to the primacy of infighting among members. VINSON A MENDEZ, SME, KUFOS 15 16. Levels of Conflict Individual level Conflict Group level Conflict Organisational level Conflict Intra Individual Conflict Inter Individual Conflict Inter Group Conflict Intra Group Conflict Inter Organizational conflict Intra Organizational Conflict VINSON A MENDEZ, SME, KUFOS 16 17. INDIVIDUAL LEVEL CONFLICT Intra Individual Conflict:These conflicts arise within a person and are of psychological nature. These conflicts are generally related to the goals a person wants to achieve or roles in the manner he wants to achieve. Inter individual Conflict: Inter personal conflict arise between two individuals having competition for achieving scarce things, such as status, power, position, promotion or resources. VINSON A MENDEZ, SME, KUFOS 17 18. GROUP LEVEL CONFLICT Intra Group Conflict (Within the group): Intra group conflict refers to disputes among some or all of a groups members, which often affect the groups performance. Family run business can be especially prone to severe intra-group and other types of conflicts.These conflicts typically become more intense when an owner-founder approaches retirement, actually retires or dies. Inter group Conflicts (Between groups): Inter group conflict arises out of the interaction of various groups. Inter group conflict is also called organizational conflict, refers to the conflict between groups, departments, or sections in an organisation. Conflict between groups is frequent and highly visible. VINSON A MENDEZ, SME, KUFOS 18 19. ORGANIZATIONAL LEVEL CONFLICT Inter Organizational Conflict: Inter organizational interaction results in conflict among different organizations. How ever, it is not necessary that such interaction may result in conflict. Inter Organizational Conflict may include: i. Conflict between organizations pursuing similar objectives. ii. Conflict between government agency and organization. iii. Conflict between head office and a manufacturing unit. While the last one is regularized by organizational rules and procedures, the other types of conflicts are regulated by State laws, administrative agencies, courts, and regulatory commissions. VINSON A MENDEZ, SME, KUFOS 19 20. ORGANIZATIONAL LEVEL CONFLICT cont Intra Organizational Conflict: The conflict which arises with in various levels and departments of organisation.Various kinds are: I. Horizontal Conflict II. Vertical Conflict III. Line and Staff Conflict VINSON A MENDEZ, SME, KUFOS 20 21. CONFLICT MANAGEMENT The use resolution and stimulation techniques to achieve desired level of conflict. Resolution techniques Problem solving: face to face meeting of the conflicting parties. Resolving through open discussion. Superordinate goals: creating a shared goal. Need cooperation of both parties. Expansion of resources: conflict created by scarcity of a resource expansion can create win-win solution. Avoidance: withdrawal from suppression of the conflict. VINSON A MENDEZ, SME, KUFOS 21 22. CONFLICT MANAGEMENT cont. Smoothing: playing down differences while emphasising common interest between conflicting parties. Compromise: each party to the conflict gives up something of value. Authoritative command: management uses its formal authority to resolve the conflict and then communicates its desires to the parties involved. Altering the human variables: using behavioural techniques such as human relations training to alter attitudes and behaviours that cause conflict. Altering the structural variables: changing the formal organisation structure and interaction patterns of conflicting parties through job redesign, transfers, creation of coordinating positions, and the like. VINSON A MENDEZ, SME, KUFOS 22 23. CONFLICT MANAGEMENT cont. Stimulation techniques Communication: will give opportunity to talk between the conflicting parties Bringing in outsiders: adding employees to a group whose backgrounds, values, attitudes or managerial styles differ from those of present members. Restructuring organization: realigning work groups, altering rules and regulations, increasing independence, and making similar structural changes to disrupt status quo. Appointing a devils advocate: designating a critic to purposely argue against the majority positions held by the group.VINSON A MENDEZ, SME, KUFOS 23 24. TIPS FOR MANAGING CONFLICT Avoid feelings or perceptions that imply the other person is wrong or needs to change. Communicate a desire to work together to explore a problem or seek a solution. Exhibit behavior that is spontaneous and destruction-free. Identifies with another team members problems, shares feelings, and accepts the team members reaction. Treat other team members with respect and trust. Investigate issues rather than taking sides onVINSON A MENDEZ, SME, KUFOS 24 25. NOW ITSTIME FOR SOME FUNCTIONAL CONFLICTS VINSON A MENDEZ, SME, KUFOS 25