Chapter 4
Conflict Management
1
Conflict
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
2
Management
The attainment of organizational goal in an
effective and efficient manner through
planning, organizing, leading, and controlling
organizational resources
3
Why Conflict?
• Conflict arises when people working together
disagree on each other’s way of working to
achieve organization goals
Types of Conflict
Interpersonal Conflict
• Conflict between two persons
Intergroup Conflict
• Conflict between different groups within the
same department / divisions or other
departments / divisions
4
Sources of Conflict
Personality Clashes
• Not everyone thinks, deals, looks or acts alike.
All these cause conflict.
• At times these conflicts are also a rich source
of creative problem solving
Threat To Status
• Status or the social rank of a person in a group
is very important to many individuals.
• Conflict arises as individuals want to maintain a
desired image
5
Sources of Conflict …Contd.
Contrasting Perceptions
• Each one of us hold different perceptions of
the same thing, depending on our past
experiences.
• We perceive things as we want to perceive
them. We fail to realize how the other
person is perceiving it.
• Conflict may arise unless employees learn
to see things as others see them and help
others to do the same in reverse
6
All conflicts are not bad; conflicts have a positive
as well as a negative side.
Advantages of Conflict
• People are stimulated to search for improved
approaches that lead to better results
• It energizes them to be more creative and to
experiment with new ideas
7
Disadvantages of Conflict
• Cooperation and teamwork may
deteriorate
• Trust level may come down
• Increased stress level
• Reduced motivation
8
Functional versus Dysfunctional
Conflicts
1. Functional Conflicts support the
goals of the group and improve
its performance
2. Dysfunctional Conflicts hinders
group performance
9
Different Views of Conflicts
a) The Traditional View
The belief that all conflicts are harmful and must be
avoided
b) The Human Relations View
The belief that conflict is a natural and inevitable outcome
in any group
c) The Interactionist View
The belief that conflict is not only positive force in a group
but that it is absolutely necessary for a group to perform
effectively
10
Conflict Resolution
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How Conflicts Can Be Resolved?
Collaborating
• Parties to a conflict desire to satisfy fully the
concerns of all parties
Avoiding
• Withdrawal from the conflict
Accommodating
• Willingness to accommodate the other’s view
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How Conflicts Can Be Resolved?
…Contd.
Compromising
• Each party to conflict is willing to give up
something
Competing
• A desire to satisfy one’s interests,
regardless of the impact on the other
parties to the conflict
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Negotiation
A Process in which two or more parties
exchange Goods or services and attempt to
agree upon the exchange rate for them
14
The Negotiation Process
Preparation and Planning
Definition of Ground Rules
Clarification and Justification
Bargaining and
Problem Solving
Closure and Implementation
15
How to Improve
Your Negotiation Skills
1. Begin with a Positive Introduction
2. Address problems, not personalities
3. Pay little attention to initial offers
4. Communicate win-win solutions
5. Create an open / trusting climate
16
Basic Third Party Roles
A)Mediator
A neutral third party who facilitates a
negotiated solution by using reasoning,
persuasion and suggestions for alterations
B) Conciliator
A trusted third party who provides an
informed communication link between the
parties
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Basic Third Party Roles …Contd.
C) Consultant as Negotiator
An impartial third party, who attempts to
facilitate creative problem solving through
communication and analysis
D) Arbitrator
A third party to a negotiation who has the
authority to dictate an agreement
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That’s It!
