Conflict management

Amity Business School

CONFLICT MANAGEMENT

Dr R [email protected]


• Conflict

• Levels of conflict

• Conflict situations in organizations

• Stages of conflict

• Know your Conflict handling style – conflict management

Session outline


NEED…


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

CONFLICT


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.


Levels of conflict• Conflict within individual

• Conflict between individuals or interpersonal

• Intergroup conflict and

• Inter-organizational conflict


Conflict within individualWhat is it?

Source?

Approach- approach conflict

Avoidance- avoidance conflict

Approach- avoidance conflict

Multiple Approach- avoidance conflict

Amity Business SchoolTypes of Conflict

Task Conflict

Conflicts over content and goals of the work.

Relationship Conflict

Conflict based on interpersonal relationships.

Process Conflict

Conflict over how work gets done.


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.


Conflict situations in organizations


Types of conflict situations experienced by managers

Vertical conflict

Horizontal conflict

Line- staff conflict

Role conflict


CHALLENGES FOR MANAGERS IN UNDERSTANDING CONFLICT

SITUATIONS IN ORGANIZATIONS


• Key differences of opinionOver the facts

Over the methods

Over the goal

Over values

• Reasons for these key differences on the opinion

Information

Perceptions

Roles

Explanations for the conflict situations


POSSIBLE ANTECEDENT CONDITIONS TO CONFLICT

Work flow interdependence

Asymmetry

Role or domain ambiguity

Resources scarcity


The Stages of Conflict

Antecedent conditions

Manifest Conflict

Conflict Resolution or Suppression

Conflict aftermath

Perceived Conflict Felt Conflict


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

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


Conflict management


Outcomes • Lose –lose conflict

• Win – lose conflict

• Win- win conflict


Conflict Management styles

Avoidance

Forcing/ competition/authoritative command

Smoothing/ accommodating

Compromise

Collaborative/ problem solving


Conflict Handling Styles


TEDDY BEAR:Lose-Win

Values relationshipsOver goal

SHARK:Win-Lose

Values goal overrelationships

OWL:Win-Win

Values both goal& relationship

TURTLE:Lose-Lose

Low concern for eithergoal or relationship

FOX: Win some-Lose some

Values both but iswilling to sacrifice

certain aspects of either under certain circumstances

High Concern for Personal Goals

Low Concern for Personal Goals

HighConcernForRela-tionships

LowConcernForRela-tionships


Conflict handling styles and its managerial implication


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.


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 organization’s welfare.

• When you know you’re right.

• Against people who take advantage of noncompetitive behavior.


Conflict-Handling style: Smoothing/ Accommodation

• When you find you’re 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.


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.


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.

Conflict management

Documents

Transcript of Conflict management