2. • Conflict Defined
– Is 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. – S.P.Robbins
• “conflict may be viewed as a breakdown in the
standard mechanism of decision making” -
Louis
Conflict
3. Nature of conflict
• Difficulty in choosing among the various
courses of actions available.
• Conflicting perception, values and goals.
• Dynamic process
• Must be perceived by the parties to it.
4. Different views about conflict
• Traditional View of Conflict
• The belief that all conflict is harmful and
must be avoided.
Causes:
• Poor communication
• Lack of openness
• Failure to respond to
employee needs
Causes:
• Poor communication
• Lack of openness
• Failure to respond to
employee needs
5. Dysfunctional aspects
• Tension
• Resignation of key personnel
• Dissatisfaction
• Creation of distrust
• Goal displacement
• Weakening of the organization
6. Human Relations View of Conflict
The belief that conflict is a natural and
inevitable outcome in any group.
Interactionist /Modern View
of Conflict
The belief that conflict is not
only a positive force in a
group but that it is
absolutely necessary for a
group to perform effectively.
7. Positive/Functional Aspects of Conflict
• Release of tension
• Creativity
• Stimulation of Change
• Identification of weaknesses
• Group cohesiveness
8. Functional Conflict
Conflict that supports the
goals of the group and
improves its performance.
Functional versus Dysfunctional
Conflict
Dysfunctional Conflict
Conflict that hinders
group performance.
9. 1. Antecedent conditions
2. Perceived Conflict
3. Felt Conflict
4. Manifest Conflict
5. Conflict aftermath
The Conflict Process
10. Stage II and III:
Perceived Conflict
Awareness by one or
more parties of the
existence of conditions
that create opportunities
for conflict to arise.
Felt Conflict
Emotional involvement
in a conflict creating
anxiety, tenseness,
frustration, or hostility.
11. Conflict Management Techniques
Conflict Resolution (Curative)
Techniques
•Compromise
•Problem solving
•Smoothing or Accomodating
•Dominance or Confrontation
Conflict Resolution (Curative)
Techniques
•Compromise
•Problem solving
•Smoothing or Accomodating
•Dominance or Confrontation
12. Conflict Stimulation Techniques
• Informal Communication
• Bringing in outsiders
• Restructuring / Reorganizing the
organization
• Encouraging competition
Conflict Stimulation Techniques
• Informal Communication
• Bringing in outsiders
• Restructuring / Reorganizing the
organization
• Encouraging competition
Conflict Management Techniques
13. Preventing Conflicts
• Establishing superordinate goals
• Reducing interdependence
• Rotation of personnel
• Trust and communication
• Avoidance
• Appeal to higher authority
Conflict Management Techniques
14. Types and Levels of Conflict
I. Intra individual Conflict
Sources
1. Frustration
2. Goal Conflict
a. Approach – Approach conflict
b. Approach – Avoidance conflict
c. Avoidance – Avoidance conflict
3. Role Conflict
15. Types and Levels of Conflict
II. Inter Personal Conflict
1.Personality differences
2.Perception differences
3.Differences in value system
4.Power and status differences
5.Scarcity of resources
6.Role conflict
16. Types and Levels of Conflict
III. Organizational / Inter Group Conflict
1.Incompatible goals
2.Task interdependence
3.Sharing of resources
4.Joint decision – making
5.Attitudinal differences
