Conflict Mangement

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CONFLICT

MANAGEMENT

By Madhuri Bind


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DEFINITION OF CONFLICT

Conflict is generally defined as hampering

others effort by the blockage.


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TRANSITIONS IN CONFLICTTHOUGHT

Traditional View of Conflict: The beliefthat all conflict is harmful and must beavoided.

Causes:

Poor communication

Lack of openness

Failure to respond toemployee needs


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Human Relations View of Conflict:

The belief that conflict is a natural andinevitable outcome in any group.


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Interactionist View of Conflict :

The belief that conflict is not only apositive force in a group but that it isabsolutely necessary for a group toperform effectively.


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Behavioral View of Conflict :

Behavioral view point asserts that conflict is anatural and inevitable process in organizationbehavior and has both functional anddysfunctional consequences.


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Functional Conflict

Conflict that supports the goals of the groupand improves its performance.

Dysfunctional Conflict

Conflict that hinders group performance.


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SOURCES OF CONFLICT

Robbins classifies conditions or sources of

conflicts into three general categories:

Communication

Structure

Personal variables


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Communication

Semantic problems,

Insufficient exchange ofinformation,

Misunderstandings and

Noise.

Communication gaps hampercollaboration and fostermisunderstanding.


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Structure

Size,

Amount of specialization of jobs,

Standardization in the tasks,

Member/goal incompatibility,

Leadership styles (close or participative),

Reward systems (win-lose),

Dependence/interdependence of groups leads

to conflicts.


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Personal variables

These include the personalitycharacteristics and the value system which

lead to individual differences and aresources of conflict.


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THE CONFLICT PROCESS


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CLASSIFICATION OFCONFLICT

INTERNALISED( INTRA-PERSONAL)

ORGANIZATIONAL

1. Frustration Aggression Displaced aggression Regression Fixation Withdrawal

2. Role conflict Intra-sender Inter-sender Inter role Person-role Role - overload

3. Goal conflictApproach approachApproach-avoidanceAvoidance-avoidance

1. InstitutionalizedIndividual Vs individualIndividual Vs organizationHierarchial

FunctionalLine Vs staff

2. EmergentIndividual Vs informal groupFormal informalStatus

Politics


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INTERNALISED( INTRA-PERSONAL)

Frustration:

Frustration occurs when an individual isblocked from attaining a goal because ofcertain barriers.


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Role conflict

Intra-sender: Intra-sender conflict originates inthe sender who gives conflicting instructions orexpects conflicting or mutually exclusive

behavioral responses.

Inter-sender: Inter- sender conflicts ariseswhen an individual receives conflictingmessages from two or more sources.


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Inter role: Inter-role conflicts occur when anindividual belongs to more than one group.

Person-role: Demands placed by an employee'sjob/role that are incompatible with his or herpersonality or skills.

Role overload: If the individual cannot meet theexpectations placed on her/ him, she or he willexperience role overload.


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Goal Conflict

Approach

approach conflict emerges if theindividual is required to choose one out of twomutually exclusive, attractive goals.

Approach avoidance conflict involves both positiveand negative feelings, simultaneously associated withthe attractive and repulsive features of the goal.

Avoidance avoidance conflict involves a choicebetween two mutually exclusive, painful negativegoals.


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ORGANIZATIONAL

Institutionalized conflict

Emergent Conflict


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INSTITUTIONALIZEDCONFLICT

Individual vs individual conflict is common atwork.

Individual vs organizational conflict

Hierarchical conflict is the outcome ofhierarchy-based incapability.

Functional conflict is arises fromorganizational framework.

Line staff conflict


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EMERGENT CONFLICT

Individual vs informal group conflict

Formal informal conflict

Status conflict Political conflict

APPROACHES TO CONFLICT


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APPROACHES TO CONFLICTMANAGEMENT

Avoidance

Smoothing

Compromise Hierarchical decision making

Appeal procedure

System restructuring Altering human variables

Problem-solving

Bargaining


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Avoidance

Conflict can be reduced by avoiding it altogether.

This involves efforts on the part of the conflictingparties either to withdraw or distinguish the

inconsistency. By withdrawing one party enables the other to win

that is becoming the sole occupant of the goal.

Moreover, conflict can also be managed by redefiningthe goals through mutual withdrawal and establishingother non-over lapping goals.


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When withdrawal is not feasible, attempts may

be made to distinguish the inconsistency ofgoals by withholding information related to

them.

Sometimes, subordinates withhold or suppressunpleasant information to avoid conflict with

their superiors.

This technique merely facilitates the avoidanceof conflict rather than its resolution.


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Smoothing

In this technique, differences between

parties are disguised while similarities arehighlighted.

It enables the conflicting parties to realize

that they are not very much apart fromeach other.

This shared view point enhances thepossibility of working together towards a

commonly held goal.

Smoothing only provides a temporarysolution and conflict may recur, with the

re-emergence of differences in the courseof time


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Compromise

This technique forms a commonly used method tobenefit all the parties in a conflict in one way or theother.

Either the goal object is divided among the competingparties or one party provides something else to theother in exchange for the desired outcome.

This method may involve offers and counter-offers and

proves effective in arriving at a mutually satisfyingsolution, where the competing parties are of nearlyequal strength.

It is influenced heavily by the relative strength of thearties.


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Hierarchical decision making

In addition to compromise, appeal forhierarchical decision-making can be made bythe parties in conflict.

An appeal to chance- such as tossing a coin

can be made to resolve conflict by compellingthe loser party to withdraw from the situation.

An appeal to positional authority orauthoritative command can also be used toresolve conflict.

Thus, a common superior can be requestedto use his authority to resolve conflict through

a proper decision.


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Appeal procedure

Appeal procedure has been evolved to overcome theshort comings of hierarchical decision.

Thus, if the aggrieved individual feels that his

problems have not been resolved adequately by theimmediate superior, he may appeal to a highermanager or a special grievance committee or anindependent arbitrator.

However, this technique causes fear of retaliation bythe immediate superior, who has been bypassed.


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System restructuring

Role conflict can be resolved by clarifying demandsand segregating roles in different positions andpeople.

Individuals belonging to interdependent departmentscan be rotated from time to time to check narrowloyalties and misunderstanding stemming from

perceptual distortions. A matrix organization can be used effectively to

resolve a conflict through confrontation involvingconflict recognition and conciliation rather than

smoothing.


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Altering humanvariables

Perceptions, attitudes, values and beliefs can bechanged to mitigate he source of conflict.

Among the measure used to change human variablesare a series of HR training programme launched inorganizational settings.

Sensitivity training is frequently used to develop

empathy and interpersonal skills among participants. This technique facilities management of conflicts

effectively. However, it is the most difficult techniquebesides being slow and costly.


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Problem-solving

This technique seeks toresolve conflicts through faceto face confrontation andembodies measures to

accomplish the commoninterests of the parties inconflicts.

The conflicting parties arerequired to come together toresolve the problem instead ofaccommodating each others

divergent viewpoints.


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Attempts are made to identify areas of common

interests by sharing and communicatingrelevant information.

This technique enables the parties to dealeffectively with doubts and misunderstandingsthat appear in mutual discussion processes.

Both parties tend to adequately analyze theproblem and develop empathy in the viewpoints of others in the course of time.


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Bargaining

Distributive Bargaining: Negotiation thatseeks to divide up a fixed amount ofresources; a win-lose situation.

Integrative Bargaining: Negotiation thatseeks one or more settlements that cancreate a win-win solution


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Distributive Versus IntegrativeBargaining


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Conflict Mangement

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