HRM_Conflict_resolution (Very Useful Class Notes)

8/9/2019 HRM_Conflict_resolution (Very Useful Class Notes)

1/30

CONFLICTCONFLICT

MANAGEMENTMANAGEMENT--Mrs.Mrs. VijayaVijaya PuranikPuranik

SinhgadSinhgad Business School,Business School, PunePune


2/30

CONFLICTCONFLICT IS A PROCESS INIS A PROCESS INWHICH AN EFFORT ISWHICH AN EFFORT IS

PURPOSEFULLY MADE BY ONEPURPOSEFULLY MADE BY ONE

PERSON OR UNIT TO BLOCKPERSON OR UNIT TO BLOCKANOTHER THAT RESULTS INANOTHER THAT RESULTS IN

FRUSTRATING THE ATTAINMENTFRUSTRATING THE ATTAINMENT

OF THE OTHERS GOALS OR THEOF THE OTHERS GOALS OR THEFURTHERING OF HIS/HERFURTHERING OF HIS/HERINTERESTSINTERESTS


3/30

TRADITIONAL VIEW OFTRADITIONAL VIEW OF

CONFLICTCONFLICT Conflict is avoidableConflict is avoidable

Conflict is caused by troublemakersConflict is caused by troublemakers Conflict is an organizational abnormalityConflict is an organizational abnormality

Conflict is potentially dangerousConflict is potentially dangerous

Conflict induces mainly negativeConflict induces mainly negativeoutcomes like anger, resentment,outcomes like anger, resentment,confusion and lack of coconfusion and lack of co--operationoperation


4/30

MODERN VIEW OF CONFLICTMODERN VIEW OF CONFLICT Conflict is inevitable and accepted as a part of anConflict is inevitable and accepted as a part of an

organisationorganisation

Conflict is desirable for growthConflict is desirable for growth

Conflict is a normal aspect of social intercourseConflict is a normal aspect of social intercourse

Conflicts are not resolved, they are to be managedConflicts are not resolved, they are to be managed

Conflicts prevent stagnation, stimulates interestConflicts prevent stagnation, stimulates interestand curiosityand curiosity

It is a medium through which problems can beIt is a medium through which problems can beaired and solutions arrived ataired and solutions arrived at

Without conflict, organizations would only beWithout conflict, organizations would only beapathetic, leading to horizontal and not verticalapathetic, leading to horizontal and not verticalgrowthgrowth


5/30

Anteced

entConditio

ns

Antecedent

Conditions

1 Commu.

2 Structure

3 Personal

variables

Perceived

Conflict

FeltConflict

ConflictHandling

Intentions

1 Competing

2Collaborating

3Compromising

4 Avoiding

5Accomodating

Overt

Conflict

PartysBehavior

Others

reaction

Increased

grp Perf.

Decreased

grp perf.

CONFLICT PROCESS


6/30

TYPES OF CONFLICTSTYPES OF CONFLICTSINTRAINDIVIDUALINTRAINDIVIDUAL

INTERPERSONALINTERPERSONAL

INTERGROUPINTERGROUP

ORGANIZATIONALORGANIZATIONAL


7/30

INTRAINDIVIDUAL CONFLICTINTRAINDIVIDUAL CONFLICTGOALGOAL

1.1. ApproachApproach--ApproachApproach

2.2. ApproachApproach--AvoidanceAvoidance

3.3. AvoidanceAvoidance--AvoidanceAvoidance

ROLEROLE

1.1. PersonPerson--RoleRole

2.2. InterInter--RoleRole

3.3. IntrasenderIntrasender--RoleRole

4.4. IntersenderIntersender5.5. RoleRole--overloadoverload


8/30

INTERPERSONAL CONFLICTINTERPERSONAL CONFLICTSOURCESSOURCES

1.1. Personal DifferencesPersonal Differences

2.2. Information DeficiencyInformation Deficiency

3.

3. R

ole IncompatibilityR

ole Incompatibility4.4. Environmental StressEnvironmental Stress


9/30

The Luft & Ingham Johari windowThe Luft & Ingham Johari windowforfor

interpersonal relationshipsinterpersonal relationships

1

OPEN SELF

2

BLIND SELF

3

CLOSED SELF

4

UNDISCOVERED

SELF

Other knows

about the

person

Other does not

know about the

person

The person knows The person does not know

about himself himself


10/30

AssertivenessAssertiveness(Motivation to(Motivation tosatisfy onessatisfy onesown interests)own interests)

CooperativenessCooperativeness(Motivation to satisfy other partys interests)(Motivation to satisfy other partys interests)

Accommodating

CollaboratingCompeting

Avoiding

Compromising

Low

Low

High

High

Contingency

approach toconflict

management


11/30

Collaboration as a function ofCollaboration as a function of

Perceived Power and TrustPerceived Power and Trust

Only I Only he Neither Both

Low

High

Trust

Coercion

Exploitation

Nurturance

Submission

Compliance

Indifference

Dependence Mutual

sympathy

CompetitionIndividualistic

task

Cooperation


12/30

Bases of Collaboration andBases of Collaboration and

related interventionsrelated interventions BASEBASE

1.1. MotivationMotivation

2.2. NormsNorms

INTERVENTIONINTERVENTION

1.1. MotivationMotivation

development labdevelopment lab2.2. SimulationSimulation

exercisesexercises

3.3. Norm settingNorm setting

exerciseexercise4.4. Developing normsDeveloping norms

of sharingof sharing


13/30

3.Reinforcement3.Reinforcement

4. Superordinate goals4. Superordinate goals

5. Temporary systems5. Temporary systems

6. The appraisal6. The appraisal

systemsystem7. Rewarding7. Rewarding

collaborationcollaboration

8. Joint goal setting8. Joint goal setting

9. Work redesigning9. Work redesigning10. Organisation10. Organisation

buildingbuilding


14/30

5. Power5. Power

6. Trust6. Trust

7. Empathy7. Empathy

11. Power lab11. Power lab

12. Role negotiation12. Role negotiation

13. Role substantiation13. Role substantiation

14. Role efficacy lab14. Role efficacy lab

15. Process group15. Process group

16. Nonverbal exercise16. Nonverbal exercise17. Simulation exercise17. Simulation exercise

18. Emfeedback exer.18. Emfeedback exer.


15/30

8. Communication8. Communication

9. Fait Accompli9. Fait Accompli

10. Initiative and risk10. Initiative and risk

19. Role contribution19. Role contribution

20. Feedback system20. Feedback system

21. Team building21. Team building

22. Data feedback22. Data feedback

23. Process review23. Process review

24. Image sharing24. Image sharing25. Role linkage25. Role linkage


16/30

StepsStepsofof

Interpersonal Conflict ResolutionInterpersonal Conflict Resolution

Allow time to

cool offAnalyse

Leave theperson an

out

State theproblem to the

other person


17/30

STRATEGIES FOR INTERPERSONALSTRATEGIES FOR INTERPERSONAL

CONFLICT RESOLUTIONCONFLICT RESOLUTION

LoseLose--LoseLose

WinWin--LoseLose

WinWin--WinWin


18/30

INTERGROUP CONFLICTINTERGROUP CONFLICTREALISTIC GROUP CONFLICT THEORY(RGCT)REALISTIC GROUP CONFLICT THEORY(RGCT)

Intergroup hostility is produced by the existence ofIntergroup hostility is produced by the existence ofconflicting goals(ie. Competition) and reduced byconflicting goals(ie. Competition) and reduced bythe existence of mutually desired superordinatethe existence of mutually desired superordinate

goals attainable only through intergroup cogoals attainable only through intergroup co--

operation.operation.

Muzafer SherifMuzafer Sherif


19/30

The organisationThe organisationasas

overlapping role setsoverlapping role sets

Statisician Draftsperson External consultant

Design engineer

Purchasing agent

Supplier

Production

manager

Personal manager

Executive vice president

Marketing manager

Accountant


20/30

ANTECEDENTSANTECEDENTStoto

INTERGROUP CONFLICTINTERGROUP CONFLICT

Potential

Conflict

Goal

Incompatibility

CommunicationProblems

Ambiguity

Differentiation

TaskInterdependence

ScarceResources


21/30

IMPACT OF INTERGROUPIMPACT OF INTERGROUP

CONFLICTCONFLICT1.1. Clear distinction between we and theyClear distinction between we and they

2.2. Group becomes more cohesiveGroup becomes more cohesive

3.3. OutOut--group members are viewed as enemiesgroup members are viewed as enemies4.4. Intergroup communication decreases. WhenIntergroup communication decreases. When

there is, it is characterized bythere is, it is characterized by ve commentsve commentsand hostilityand hostility

5.5. If group is losing in conflict, cohesionIf group is losing in conflict, cohesiondecreases and tension increases.decreases and tension increases.

6.6. Resulting hostility between groupsResulting hostility between groups


22/30

ORGANIZATIONALORGANIZATIONAL

ANTECEDENTS TO CONFLICTANTECEDENTS TO CONFLICT INSTITUTIONALIZEINSTITUTIONALIZE

1.1. Hierarchical Conflict

Hierarchical Conflict

2.2. Functional ConflictFunctional Conflict

3.3. LineLine--StaffStaff


23/30

Contd.Contd.

EMERGENTEMERGENT (arises from personal &(arises from personal &

social reasons, embracing informalsocial reasons, embracing informaland nonand non--formal behaviour)formal behaviour)

1.1. Individual versus informal groupIndividual versus informal group

2.2. FormalFormal--InformalInformal3.3. Status conflictStatus conflict

4.4. Political conflictPolitical conflict


24/30

Structural approachesStructural approaches

toto

conflict managementconflict managementEmphasize

superordinate

goals

Clarify rules &

procedures

Increase resources

Reducedifferentiation

Improve communication

& understanding

Reduce task

interdependence

Minimizing

Dysfunctional

Contact


25/30

Styles of Conflict ManagementStyles of Conflict Management

Resign

ation

Withdraw

al

Appeasem

ent

Defusion

Confronta

tion

Arbitratio

n

Negotiatio

n

Compromi

se

Having own interests but interested in

peaceOpposed to our interests

OUTGROUP PERCEIVEDAS

AVOIDANCE APPROACH


26/30

NEGOTIATIONSNEGOTIATIONS

Negotiations occur whenever two orNegotiations occur whenever two ormore conflicting parties attempt tomore conflicting parties attempt to

resolve their divergent goals byresolve their divergent goals byredefining the terms of theirredefining the terms of their

interdependenceinterdependence


27/30

EMERGING NEGOTIATIONEMERGING NEGOTIATION

SKILLSSKILLS Establish superordinate goalsEstablish superordinate goals

Separate the people from theSeparate the people from theproblemproblem

Focus on interests not positionsFocus on interests not positions

Invent options for mutual gainsInvent options for mutual gains

Use objective criteriaUse objective criteria


28/30

In business you dont get whatIn business you dont get whatyou deserve, you get what youyou deserve, you get what younegotiate.negotiate.

Charles. L. KarrasCharles. L. Karras


29/30

GLOBAL NEGOTIATIONSGLOBAL NEGOTIATIONS

Before negotiations it is advisableBefore negotiations it is advisableto put negotiation infrastructure into put negotiation infrastructure inplace viz.place viz.

Current Status (SWOT)Current Status (SWOT)

BATNA (Best alternative to aBATNA (Best alternative to anegotiated agreement)negotiated agreement)


30/30

NEGOTIATION STYLESNEGOTIATION STYLESDODGERSDODGERS

DREAMER

SDREAMER

SHAGGLERSHAGGLERS

COMPETITORSCOMPETITORS

PROBLEM SOLVERSPROBLEM SOLVERS

HRM_Conflict_resolution (Very Useful Class Notes)

Documents