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CONFLICT MANAGEMENT

Team :Amit Choudhary FT11406Anand Narayanan FT11407Anshul Saxena FT11408Apurva Sandilya FT11409Archith Goverdhan FT11410

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Conflict Lets define it

W hat is it? A situation in which someone believes that his or her own needs have been

denied

Is a process that begins when one party perceives that another party hasnegatively affected, or is about to negatively affect, something that the first

party cares about

Contrary to general perception .. T

he goal of organizational leadership is not to eliminate conflict, but to use it.

Conflict is a predictable social phenomenon and should be channeled to useful purposes.

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Lets analyze Conflict further ..

Conflicts happen because ?

Goals are incompatibleDifferent people interpret facts differentlyDifferences occur based on expectations of behaviorStatus inconsistenciesScarce resourcesTask interdependenciesOverlapping Authority

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H ow do we identify it?

W hat are the symptoms of Conflict?

Tensions.

Loss of desire to communicateSevere loss of productivity

Disharmony in meetings.Quick outbursts of angerLoss of morale

Absenteeism

AccidentsEscalating costs to CompanyRude and indecent behaviorShouting & Bad mouthing

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Conflict Views Another AngleConventional View Current View

Avoidable Inevitable

Causes : Management Errors Causes : Perception, Personal values

Task of Management : Eliminate Task of Management : Control andManage

Optimal organizational performancerequires a removal of conflict Optimal organizational performancerequires maintaining a moderate levelof conflict

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Conflict Views Yet Another Angle

Functional View Dysfunctional View

Crucial for effective functioning of

an Organization

Increases awareness about the

problem : W hat, W hy , How to solve?

Stimulates interest & creativity

Motivates people to consider the

problem

Leads to high quality decisions

Hinders performance

Creates hostility and interpersonal

bitterness

Reduces productivity

Tasks are hindered

Organization growth is severely

hampered

W orse decisions are the outcomes!!

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W hat stages does it go through?Latent Conflict The sources of conflict are already present but the conflict has not started yet.Latent provides the pre-requisites for conflict

P erceived Conflict Conflicts take place due to misunderstanding among parties

Can be resolved through improved communications

Felt Conflict Conflict does not take place even if the sources are present until and unless the

differences become personalized or are felt

Manifest Conflict Conflict is at full swing : apathy, sabotage, aggression, withdrawal.

Conflict AftermathIt is either positive of negative depending upon how it is resolved

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TY P ES OF CONFLICT

1) Interpersonal conflict It occurs when an individual frustrates, or tries to frustrate,the goal attainment efforts of the other.Interpersonal conflict can be defined by the focus and source of theconflict:

a) People-Focused vs. Issue-FocusedPeople-focused conflicts are based on emotions and feelings, and aremore of a personal attack.Issue-focused conflicts are centered on issues and events, and aremore representative of a calm negotiation.

b) Personal DifferencesEach person brings a unique (and often incompatible) set of values,perceptions and expectations to the table.

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TY P ES OF CONFLICT

c) Informational DeficienciesCommunications are not always received, may be misinterpreted ordifferent conclusions may be drawn based on past experiences.

d) Role IncompatibilityRole incompatibility may be a cause of interpersonal conflict becauseof differences between the goals and responsibilities assigned to anindividual and what the individual would rather be doing.

e) Environmental StressA stressful environment is another source of interpersonal conflict.Uncertainty of future events and scarcity of resources, such as food ormoney, can lead to disputes among otherwise friendly individuals.

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TY P ES OF CONFLICT

2 ) Intra-group conflict Intra-group conflict occurs between members of a group or team whoare theoretically united over a common characteristic or objective.Example : Marketing Team V/s Technology TeamThe two main forms of intra-group conflict are relationship conflict andtask conflict.Members of the group struggle withinterpersonal relationships regardless of the task or objects of thegroup.If a group is experiencing a task conflict, members of the groupdisagree about the best practices for achieving an objective or struggleto agree on an appropriate objective.

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TY P ES OF CONFLICT

Consequences of Intra-group conflict:A study by Francisco Medina of the University of Seville in Spain andhis colleagues found that high levels of intra-group relationship conflict increased group members' desire to leave their job or company, whilehigh levels of task conflict increased the likelihood that a group wouldexperience relationship conflicts as well. The findings were publishedin the "Journal of Managerial Psychology" in 2 005.Some degree of intra-group conflict can prove functional (beneficial).In a functional intra-group conflict (typically task conflict), the result of

the conflict is increased communication that could translate toincreased productivity. Functional intra-group conflict promotescareful discussion of a variety of ideas that can yield greater or moreeffective output.However, careful group management is required to prevent thedevelopment of relationship conflict.

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TY P ES OF CONFLICT3 ) Inter-group conflict

Intergroup conflict can take many forms, ranging from a disagreement between work teams to a full-out war between countries.Common incompatibilities between groups that cause intergroup

conflict include power, economic and value differences:a) Economic conflict is competition for resourcesb) Power conflict is the fight for dominance over one anotherc) Value conflicts involve disagreement between groups' beliefs orlifestyles.

The construction of social identities classifying people into "us" and"them" contributes to the formation of intergroup conflict thedubbing of Iraq, Iran and North Korea as the axis of evil .In organizations, some functional inter-group conflict is positive.Limited resources and reward structures can foster intergroup conflict

by making the differences in group goals more apparent.

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TY P ES OF CONFLICT4) Inter-organizational conflict

Inter-organizational conflict is the conflict that arises across different organizations.The three types of inter-organizational conflict are substantive conflict,

emotional conflict and cultural conflict.a) Substantive conflict occurs when a basic disagreement arisesbetween the two organizations at a fundamental level. For example, thePeople for the Ethical Treatment of Animals (PETA) would havesubstantive conflict with an organization that experiments onlaboratory animals.b) Emotional conflicts takes place when individuals between theorganizations find themselves reacting on an emotional level--out of fear, jealousy, envy or stubbornness.c) Inter-organizational conflict also can occur based on cultural needsand desires, and are often the result of basic misinterpretation.

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Conflict can be seen as a gift of energy, in whichneither side loses and a new dance is created.- Thomas Crum

H ow about a nice thought before weproceed .

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H ow do we manage conflict?

Five strategies :1) Collaborating: I

win/You win

2) Compromising: winsome/lose some3) Accommodating: I lose/

you win4) Competing: I win/ you

lose5) Avoiding: no

winners/no losers

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Let s Collaborate!!

Fundamental premise : Teamwork and cooperation helpeveryone achieve their goals while also maintainingrelationships

S trategic philosophy : The process of working throughdifferences will lead to creative solutions that willsatisfy both parties' concerns.

When to use :W hen there is a high level of trust W hen you don't want to have full responsibilityW hen you want others to also have "ownership" of solutionsW hen the people involved are willing to change their

thinking as more information is found and newoptions are suggestedW hen you need to work through animosity and hardfeelings

D rawbacks :The process takes lots of time and energySome may take advantage of other people's trust andopenness

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Let s Compromise!!

Fundamental premise : W inning something while losing a little is OK.S trategic philosophy : Both ends are placed against the middle in an

attempt to serve the "common good" while ensuring each person canmaintain something of their original position.

When to use :W hen people of equal status are equally committed to goalsW hen time can be saved by reaching intermediate settlements onindividual parts of complex issuesW hen goals are moderately important

D rawbacks :Important values and long-term objectives can be derailed in theprocessMay not work if initial demands are too great Can spawn cynicism, especially if there's no commitment to honor thecompromise solutions

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H ow about Accommodating?Fundamental premise : W orking toward a common purpose is more important than any

of the peripheral concerns; the trauma of confronting differences may damagefragile relationships.

S trategic philosophy : Appease others by downplaying conflict, thus protecting therelationship

When to use :W hen an issue is not as important to you as it is to the other personW hen you realize you are wrongW hen you are willing to let others learn by mistakeW hen you know you cannot winW hen it is not the right time and you would prefer to simply build credit for thefutureW hen harmony is extremely important W hen what the parties have in common is a good deal more important than theirdifferences

D rawbacks :One's own ideas don't get attentionCredibility and influence can be lost

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If not, Let s Compete!!

Fundamental premise : Associates "winning" a conflict withcompetition

S trategic philosophy : W hen goals are extremely important, onemust sometimes use power to win

When to use :W hen you know you are right W hen time is short and a quick decision is neededW hen a strong personality is trying to steamroller you and youdon't want to be taken advantage of W hen you need to stand up for your rights

D rawbacks :Can escalate conflict Losers may retaliate

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Or rather Avoid!!

Fundamental premise : This isn't the right time or place to address this issue.

S trategic philosophy : Avoids conflict by withdrawing, sidestepping, or postponing.

When to use :W hen the conflict is small and relationships are at stakeW hen you're counting to ten to cool off W hen more important issues are pressing and you feel you don't have time todeal with this particular oneW hen you have no power and you see no chance of getting your concerns met W hen you are too emotionally involved and others around you can solve theconflict more successfullyW hen more information is needed

D rawbacks :Important decisions may be made by default Postponing may make matters worse

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Lets talk about the P rinciples

PRINCIPLES OF CONFLICT RESOLUTION

Listen to all parties and reinforce your understanding.

Acknowledge the conflict early, the more you ignore it the more it will be harder to resolve later.

Always separate people from the issues and understand everyone sposition.

Always use language that is factual and neutral.

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P rinciples continued .

Avoid emotion and blame.Aim at deriving mutuallyagreeable solutions in an

open minded way. Avoidbeing judgmental .Take an objective point bypoint analysis identifyingkey issues and concerns.Encourage honesty of theparties.

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Ending on some thoughtful notes

Conflict is the beginning of consciousness - M.Esther Harding

Conflict management is a key strategic function of everyorganization, so it should be an intentional, consciousone-not left to chance. - Dan Dana

The whole business starts with ideas, and were convinced that ideas come out of an environment of supportiveconflict, which is synonymous with appropriate friction. - Michael Eisner CEO and Chairman of Disney

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