This document summarizes key sections from Chapter 8 in a textbook about coping with conflict and stress. It defines conflict and discusses modern views of managing conflict in the workplace. It describes functional and dysfunctional conflict and lists seven types of conflict including intrapersonal, interpersonal, and interorganizational. Causes of conflict and potential benefits and negative results are provided. Methods for coping with conflict such as avoidance, accommodation, and mediation are outlined. The relationship between conflict and stress is explained and different types of stress and stressors are defined. Physiological responses to stress and its negative effects are summarized along with common stressors and guidelines for coping with stress and conflict in the workplace.

1. Mod 3: Coping
with conflict
and stress
Pg 165 – 198
Chapter 8 in
textbook

2. 8.1 Definition of Conflict
(page 165)
Conflict involves intrapersonal or interpersonal confrontations,
caused by the simultaneous arousal of incompatible motives
or needs, that lead to a temporary or permanent disruption of
normal functioning.

3. 8.2 Modern view of conflict
in working situations
• Traditional view: avoid the working environment
• Interactive view: conflict is a natural, inevitable part
of human behaviour – it should be properly
controlled and managed.
• If well-managed then it conflict can be beneficial
and essential if an organisation is to function
effectively.
• Manager: must maintain minimum levels of conflict
– he has to monitor, analyse and control existing
levels of conflict continuously.

4. 8.2 Proper management
and control of conflict:
• Distinguish between functional (constructive) and
disfunctional (destructive) conflict
• Take stock of the pro’s (potential benefits) and the
con’s (potential costs or disadvantages) of conflict
• Instituting procedures which would maximise the
potential benefits of conflict and minimise its costs.

5. 8.3 Functional and
Disfunctional Conflict (p.166)
Functional Conflict
• Mild levels of conflict
which are constructive in
nature
• Usually lead to healthier
personal relationships,
improved performance
and positive organisational results
Disfunctional conflict
• Non-functional conflict
• Involves ever increasing
levels of conflict
• Is destructive in nature
• Usually lead to
deteriorating
interpersonal
relationships, poor
performance and
negative organisational
results

6. 8.4 Types of Conflict p.166
1.
2.
3.
4.
5.
Intrapersonal conflict
Interpersonal conflict
Conflict within groups
Intergroup confict
Conflict between
management and staff
6. Interorganisational
conflict
7. Community or
societal conflict

7. 8.4 Types of conflict
8.4.1 Intrapersonal
• Conflict within an
individual
• Caused by boredom,
frustration or anxiety
when faced with
certain tasks or
decisions.
• Degree of intrapersonal
conflict day to day

8. 8.4 Types of conflict
8.4.2 Interpersonal
• Interactions in which
two or more individuals
attempt to satisfy
mutually incompatible
needs.
• Opposing or conflicting
needs.
• State of tension due to
opposing or conflicting
patters of behaviour.
Interpersonal conflict requires:
• Opposing interests
• Recognition of
conflicting interests
from parties
• Belief that other party
has harmed or intends
to harm its interests
• Ongoing interaction
• Direct actions by one
or both sides that harm
interest of other side

9. 8.4 Types of conflict
8.4.3 Conflict within groups
• Individuals within the
same group often
experience conflict
• Causes: different views
regarding the causes
of a problem
• Can be more personal,
leave taken at the
same time.

10. 8.4 Types of conflict
8.4.4 Intergroup conflict
• Varying degrees of
conflict between
different groups
• Healthy competition
between groups
• Less healthy conflict –
annual race for
increase in office
space

11. 8.4 Types of conflict
8.4.5 Conflict between
management and staff
• “Them vs. us” syndrome
• Different perceptions
regarding functions of
management and staff
• Some see
management having
“a soft job”
• Appreciation shown to
staff can be lacking

12. 8.4 Types of conflict
8.4.6 Interorganisational
conflict
• Conflict between
members of competing
organisations
• Examples: Cellular
cellphone networks,
car manufacturers,
Television networks

13. 8.4 Types of conflict
8.4.7 Community or societal conflict
• Political, social,
economical and
religious
differences can
give rise to
conflict

14. 8.5 Causes of conflict p.168
1.
2.
3.
4.
5.
6.
7.
Training and development
Poor communication
Working conditions
Intercultural differences
Different goals and values
Conflicting personalities
Poor self-image

15. 8.6 Results of conflict p.171
Potential benefits
• Conflict situations serve to
expose problems
• Lead to healthy selfcriticism
• Lead to creativity,
discovery of latent talents
and abilities,
• Facilitate innovation and
change
• Increase loyalty, motivation
and performance within
groups
Potential negative results
• Cause physical, mental
stress and fatigue
• Leads to defensive
behaviour
• Wastes time & energy
• Lead to delayed &
poor decisions
• Creates deadlocks
• Disrups comm and
willingness to listen
• Negative influence on
external image of org.

16. 8.7 Coping with conflict p.172
1. General guidelines for coping with interpersonal
conflict
2. Avoidance or withdrawal
3. Accommodation
4. Subordination
5. Compromise (or agreement)
6. Cooperation and problem solving (cooperational
problem solving)
7. Mediation
8. Arbitration

17. 8.7.1 General guidelines
for coping with conflict
• Focus on problem, not on person or party
• Focus on facts. Be specific. Avoid vague accusations.
• Be objective. Control emotions. Be cautious not to be
influenced by other’s emotions.
• Show interest in opposing party’s views – be a good
listener, be patient. Allow time for other person to
express his views.
• Respect opposing party’s dignity and pride.

18. 8.7 Coping with conflict
8.7.2 Avoidance or withdrawal
• Involves a process where problem is deliberately
ignored “procrastination” or an attitude of “let the
problem go away”
8.7.3 Accommodation
• Interpersonal behaviour for the sake of harmonious
relationships rather than one’s own benefit.
8.7.4 Subordination
• Suppressing differences because they have a more
important common goal to achieve – or more
important enemy to face.

19. 8.7 Coping with conflict
8.7.5 Compromise (agreement)
• Partly satisfying requirements of each of parties
concerned. Temporary settlement of conflict.
8.7.6 Cooperation and problem solving
• Attempt to find a true solution beneficial to all
parties. All work together to find the best solution by
offering advice, listening to solutions. A common
goal is set before cooperational problem solving.
8.7.7 Mediation
• Asking an outside party to assist both conflicting
sides in reaching an agreement.

22. 8.7 Coping with conflict
8.7.7 Arbitration
• When normal negotiations have failed to solve
conflict, conflicting parties may agree to submit
their dispute to an external, impartial arbitrator, who
will then formulate a settlement.
• Binding arbitration – all parties involved must
accept the arbitrator’s decision
• Voluntary arbitration – either party is free to reject or
accept the proposed settlement
• To get to a lasting agreement, it is essential
arbitrator should be acceptable to both parties.

23. 8.8 Formal mechanisms
for solving conflict
1. Grievance procedure
o
Reasons why a grievance procedure is essential
2. Disciplinary action
o
Principles underlying the disciplinary code
3. Essential requirements for a disciplinary code
o
Requirements that has to be met

24. 8.8.1 Grievance Procedure
p.174
1. Reasons why it is essential:
• 1st level supervisors do
not have the
interpersonal skill or
authority to settle all
complaints and
dissatisfactions.
• Existence reduces
likelihood of
unauthorised action by
supervisors
• Formal procedure
draws attention of
higher management to
see problems and
needs of employees –
and irregular or unfair
aspects in policy
• Serves as an outlet for
employees’ frustration
and can improve staff
morale.

25. 8.8.2 Disciplinary action
p.175
Principles underlying the disciplinary code:
• Recognises management’s right to take
appropriate steps against any employee whose
conduct is detrimental to the interests of the
company.
• Recognises an employee’s right to a fair hearing
and to appeal against any disciplinary measure
which he regards as unjust.
• Emphasis is on prevention, justice and rehabilitation.
Disciplinary procedures should only be instituted if
an employee makes no effort to improve his
behaviour.

26. 8.8.3 Essential requirements
for the disciplinary code
A disciplinary system should meet the following
requirements:
• A definite and clearly stated disciplinary policy and
procedure should exist
• Rules of the organisation must be clearly communicated
to employees before they can be held accountable.
• Set rules and standards should be reasonable
• Employee is presumed innocent until proven guilty
• Disciplinary steps must be fair and consistent
• Disciplinary steps should involve progressively severe
penalties.
• The offending employee has the right to counsel, and
the right to appeal.

27. 8.10 Coping with stress
p.180
1. Definition:
Stress is the physiological, psychological and
behavioural response of an individual in his attempts
to adjust to internal and/or external pressures or
demands.

28. 8.10.2 The relationship
between conflict & stress
2. Relationship between conflict and stress
Remember the definition of conflict?
Intra- and interpersonal confrontations caused by
simultaneous arousal of incompatible motives or
needs, results in a disruption of normal functioning.
Conflict represents internal or external pressures to
which the individual has to adjust.
Conflict therefore can cause the individual to
experience stress. Should the response be negative,
then it can lead to even a greater experience of
stress.
The conflict-stress cycle can become vicious …

29. 8.10.3 Different types of
stress (Eustress) p.181
• Seen as a positive force, it stimulates the individual
into finding life challenging and exciting. “The right
amount and kind of stress makes you come alive” –
it makes you perform at your best.
• Can lead to: improved job-related performance,
greater creativity and motivation, can lead to a
more satisfying career.
• It is essential, a positive aspect in any one’s life.
• Can lead towards achieving your goals.

30. 8.10.3 Different types of
stress (Distress) p.181
• Negative force, accomplished by feelings of
trauma and an inability to cope.
• Characterised: feelings of exhaustion, anxiety,
tension, sense of being rushed.
• Victims show: physiological irregularities like heart
palpitations and excessive perspiration.
• Job situation: inability to concentrate, poor
judgement, loss of emotional control, increased
conflict.

31. 8.10.4 Stressors
p.181
Stressor: any factor on condition which causes stress:
• Emotional (worry, fear, frustration, conflict, guilt, grief
• Physiological (injury to the body, illness or exhaustion
• Physical (time pressure, work load, criteria of
performance)
Three interrelated categories of stressors:
• Frustrations (obstacles, frustrations, personal limitations)
• Conflicts (confrontations, incompatible needs)
• Pressures (to achieve certain goals or to behave in a
particular manner) – External or internal

32. 8.10.4 Severity of stress
p.182
Severity of stress is determined (measured) by the
degree to which it disrupts functioning. This depends on:
• The characteristics of the stressor
• The particular individual’s resources and the available
supporting human and material resources
• The relationship between the two factors above

33. 8.10.5 Physiology of stress
p.182
Stress is the human body’s attempts to restore an
imbalance caused by a stressor of some kind
The body reacts in different stages:
• The alarm (or warning) stage (fight or flight)
o See page 183 for physiological changes
• The resistance stage (enters into here when stress is
experienced by some time)
• The exhaustion (“burn-out”) stage
(stress is overwhelming and
victim is unable to cope).

34. Also see
page 183
for other
symptoms

36. 8.10.6 Negative physical, emotional &
behavioural effects of stress p.184
• Interrelated emotional, behavioural and physical
effects of stress on the human being
• Know the definitions of the various neuroses
• See page 185 for behavioural and physical effects
• Emotional (temporary) effects
o Transitory (temporary) effects
o More damaging, persistent effects of neuroses
• Anxiety
• Depression
• Hysteria
• Obsessions

37. 8.10.7 Common reasons
for stress p.185
1. Personal living conditions
2. Working environment
1.
2.
3.
4.
5.
6.
7.
8.
Poor physical working conditions
Job overload
Job underload
Role in the organisation
Relationship at work
Organisational structure and climate
Career prospects
Family relationship
3. Economical, political and social stressors
4. The personality of the individual

38. 8.10.7.4 Personality of the
individual p.188-189
Type A personality
• Self-assertive, aggressive, hostile
“ready to pick a fight”
• Impatient
• Workaholic
• Involved in multiple projects
• Take on excessive responsibility
• Extremely competitive
• Critical of others
• Impatient listener
• Explosive speaker (fast)
• Make quick, impulsive decisions
Type B personality
• Placid and calm, no hostility
towards others
• Patient and hardy
• Relatively relaxed, easygoing
• Neither competitive nor
achievement-oriented or
over-ambitious
• Reflects thoroughly before
making decisions
• Copes well with stress
• Adapts well to changing
environmental needs

40. 8.10.8 Coping with stress
p.190
1. General guidelines for coping with stress
• Improve your decision-making skills
• Improve your self-image and think positively
• Follow a healthy diet; get enough exercise and
sleep
• Develop relaxation techniques
• Establish a reliable support system
• Be assertive

41. 8.10.8 Coping with stress
p.193
2. Guidelines for coping with interpersonal conflict
and stress in the working environment
• Take constructive action to solve problems
• Attach the cause, not merely the symptoms
• Broaden your scope
• Compromise
• Practise diplomatic confrontation
• Admit your mistake
• Practice empathy
• Try to bring humour into the situation
• Practice restraint