MODULE-7

Conflicts in organization
Conflict at Work
MODULE-7
Conflicts in organization
Conflict is a situation where two or more parties feel
themselves in opposition.
Conflict is interpersonal & arises from disagreements
Disagreements may be towards attaining goals,
methods adopted to achieve etc
Conflicts arise due to task interdependence, ambiguity
of roles, policies, rules.
Knowledge & understanding of conflicts is essential to
resolve it.



Sources of conflicts:
1.Organizational change.
2.Different sets of Values.
3.Threat to status.
4.Contrasting Perceptions
5.Lack of Trust.
6.Personality clashes.

1.Organizational changes
People holding different views over the
directions to go, the routes to take & the
resources to be used & the profitable
outcome.
With the pace of technological, political &
social changes increasing in the market
place-organizational changes are evident.
2.Different sets of values
People hold different sets of beliefs
They adhere to different value system
The philosophies may divulge
Ethical values may lead them into different
directions
The result is Conflict
3.Threat to status
The social rank of a person in a group is
important to an individual.
Status & its maintenance is a driving force
to maintain image.
Conflicts arise between defensive persons
& with whoever creates threat to status.
4.Constrating Perceptions
People perceive things differently
It is based on experience & expectations
Since perceptions are very real to them, they
feel that their perception must be equally
apparent to others.
They sometimes fail to realize that others may
hold contrasting perceptions.
Conflicts may arise unless employees learn to
see thinks as others see them & help others to
do the same.




5.Lack of Trust
Every continuing relationship requires trust
It is the capacity to depend on each others
words & actions.
Trust opens up boundaries, provides
opportunities in which it acts & enriches
the entire social behavior in organizations.

6.Personality Clashes
The concept of individual differences is
fundamental organizational behavior.
Thinking, feelings, looks or acts are not
alike.
Some people rub the wrong way & it leads
to clashes between individuals.
Personality differences cause conflicts
Employees need to accept, respect &
learn to solve differences.

Levels of Conflicts
Intrapersonal Conflict:
Conflicts within individuals
Because of dual responsibility.
Competing roles are taken
Finance & HRM
Finance & Marketing

Interpersonal Conflict:
Between two individuals
Effects a persons emotions
Need to protect self image
When self concept is threatened
Conflicts develop from failure perception
Conflicts arise due to ineffective
communication
Intergroup Conflict:
Between two departments
To gain power
Different view points
Shortage of resources
Group loyalty
Perception of Conflicts
1.Constructive

2.Distructive

3.Paricipant intentions
1.Constructive perception

It is at intergroup level
It is to solve critical problems
Sometimes unless issues open it cannot
be solved
Constructive perception about conflict is a
motivating force
It should be at moderate levels
2.Distructive Conflicts
Are true at interpersonal levels
Outcome of such conflict does not benefit
either the individual or organization
Such conflicts cannot be understood nor
explored.
Are de-motivating in nature
Some times halts production
3.Participents intentions
Conflicts outcome is the product of
participants intentions
E.g. Mr. A may actually seek to loose in
a conflict with Mr. B with an perceived
interest.
Winning participant intentions is vice-versa
where he does not comprise as his
perception is to win.
Conflict Resolution Strategy
1.Avoiding Strategy
2.Smoothing
3.Forcing
4.Compromising
5.Confronting



1.Avoiding
Physical of mental withdrawal
Low concern for either parties
Lose-Lose situation


2. Smoothing:
Accommodating the other parties interest
Lose-win situation

3.Forcing:
Using power
Skills, tactics
To achieve, domination
Aggression
Win-lose situation


END
4.compromising:
Search for middle group
Willing to give up something
In exchange for gain
Moderate degree of concern
No clear outcome
5. Confronting:
Facing the conflict directly
Mutual satisfaction
Problem solving
Win-Win out come
Model of conflict outcome

3


WIN-LOSE


4


WIN-WIN
1.

LOSE-LOSE
2.

LOSE-WIN

Individual B out come
I
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A

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c
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WIN
WIN Lose
Lose
1.Causes for conflict
*Organisational Changes
*Different sets of values
*Threat to status
*Contrasting Perceptions
*Lack of Trust
*Personality clashes
2.Perception of conflict
*Constructive
*Destructive
3.Participants intentions
Winning
Loosing
4.Resolution Strategies
Avoiding
Smoothing
Forcing
Compromising
Confronting
5.Conflict outcomes
Lose-Lose
Win-Win
Win-Lose
Lose-Win
Conflict Resolution Process
Assertive Behavior
Self confident, self assured, firm.
aggressive
Assertiveness is the process of expressing
feelings either good or bad
It is asking for legitimate changes
It is giving & receiving honest feedback
An assertive individual is not afraid to ask
Assertive v/s Affective behavior
Stroking:
People seek stoking un their interactions with
others
It is defined as an act of recognisation such as
physical, verbal, non-verbal with others.
Primary method of stroking is verbal.
Strokes may be positive or negative
Positive stroke make u feel good when received
Negative strokes hurts physical & emotions
Life Positions
Also known as interpersonal orientations
Every person exhibits 4 orientations
The philosophy remains in persons life
time unless some experiences occur &
effects on behavior
Although one orientation dominates the
other, the other three also has their
implications on ones life


I am ok

you are not ok
I am ok

your ok
I am not ok

You are not ok
I am not ok

You are ok
Attitude towards others
A
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t
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t
o
w
a
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d
s

s
e
l
f

Positive

Positive

Negative



Negative
Life Positions
Transactional Analysis
Developed by Dr Eric Berne, 1950
TA is a social psychology to improve
communication
The theory outlines how we develop & treat
ourselves
It offers suggestions that enables us to change &
grow
Them-people can change, we have the right to
be in the world & be accepted.
Transactional Analysis-Ego Status
Ego refers to how we are made up & how
we relate to others.
It is the way we think, feel & behave

EGO
Adult Ego Child Ego Parent Ego
Parent Ego:
It is a set of feelings, thinking & behavior
Copied from our parents & are significant
to others.
Develops as we grow
Caretakers
Most common in Joint families
Types of parent ego
1.Neroushing Parent Ego:
Love
Affection

2.Commanding Parent Ego:
Dictating
Directing


Adult Ego:
Deals with the thoughts of today
It is not influenced by our past
Spontaneous & is aware of the strengths
It sees people as they are
No assumptions
Child Ego:
Behavior is like a child
Neglects work, responsibility
It is replayed from our past
E.g. When your boss calls you, you go late
an give some childish answers
Outcome of your learning of the past
Difficult to assess


Creating a
Conflict-Positive
Organization
Conflict
Positive
Value diversity
and confront differences
Seek mutual benefits,
and unite behind
cooperative goals
Empower employees to feel
confident
and skillful
Take stock to reward
success and learn from
mistakes
END