CONFLICT MANAGEMENT

Dr. Daisy Chauhan Associate Professor Management Development Institute Gurgaon

CONFLICT MANAGEMENT
Research indicates that Managers spend 21% of their time dealing with conflicts.
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Views on Conflict Management

Traditional View
(1930s & 1940s)

Conflict is harmful and should be avoided. Is

a dysfunctional outcome resulting from poor communication, lack of openness and trust among people

Results from failure of managers to be responsive to the

needs and aspirations of employees.

Views on Conflict Management

Human Relations View (Late 1940s to mid
1970s) :

Conflict is a natural occurrence in groups and

organisations and it cannot be eliminated.

Interactionist View:
This approach encourages conflict. No conflict is indicative of a group being static, apathetic and non-

responsive to the needs for change and innovation. self-critical and creative

A minimum level of conflict keeps a group viable,

CAUSES OF CONFLICT

Clash of interests Poor Communication Power Seeking by Individuals Lack of Openness Weak Leadership Needs and Wants not being met Clash between Individuals on Objectives Personality Clashes

Destructive Conflict
When it hinders Group/Team Performance:
It takes attention away from important activities and

goals to be achieved
Undermines morale or self-concept of members

Polarises people and groups, reducing cooperation

and cohesiveness
Leads to Irresponsible & Harmful Behaviour

Constructive Conflict
When it adds value & contributes to Group/Team Performance:
Improves the Quality of Decisions

Stimulates Creativity & Innovation

Fosters an environment of openness

Helps individuals develop better understanding of

others
Provides a medium for airing different views and

tensions are released

TYPES OF CONFLICT
TASK CONFLICT Relates to Content & Goals of the Work. Low to moderate levels of task conflict is functional. PROCESS CONFLICT Relates to How the work should be done. Low levels of Process Conflict is functional. RELATIONSHIP CONFLICT Relates to Interpersonal Relationships Almost always dysfunctional as it increases personality clashes and decreases mutual understanding.

Conflict Handling Styles

A s s e r t I v e n e s s
COMPETING COLLABORATING

COMPROMISING

AVOIDING

ACCOMMODATIING

Cooperativeness (Concern for Others)

Competing & Avoiding

Competing:

High Assertiveness & Low Cooperativeness Goal is to Win Power-oriented, Win/Lose situation Adopted when quick decision is to be made and in case of emergency

Accommodating: Low Assertiveness & High Cooperativeness Goal is to Yield Lose/Win situation Self-Sacrificing Attitude. Adopted when you find yourself weak

Compromising & Accommodating

Avoiding:
Low Assertiveness & Low Cooperativeness Goal is to delay Lose/Lose Situation Adopted when issue is Trivial

Compromising:
Moderate Assertiveness & Moderate Cooperativeness
Goal is to find a middle ground Goals moderately important Adopted when Temporary solution is needed

COLLABORATING
High Assertiveness & High Cooperativeness

Goal is to find Win-Win Solution

Concern of both are Important

Leads Win/Win Situation

Adopted when Workable and Creative solution is

needed
Suitable when a long-term solution/relationship is

important

Third Party Intervention

Adopted when two individuals/parties are not able to

resolve the conflict.

Should be someone acceptable to both parties
Impartial/Unbiased Should be able to work in the interest of both parties

Intrapersonal Conflict
Occurs within an individual Is generally in relation to a goal May be at the cognitive or affective

level

TYPES OF INTRAPERSONAL CONFLICT

1. Approach-Approach Conflict
Individual must choose between two or more

alternatives which are expected to give a positive outcome (eg. a choice between two equally attractive jobs.)

2. Avoidance-Avoidance Conflict
Individual must choose between two or more

alternatives which are expected to give negative outcomes.

3. Approach-Avoidance Conflict
Decide on whether to do something which is expected to

have both positive and negative outcomes (good job in a bad location).

Intrapersonal Conflict & Decision-making

Rational Decision Making Process : 1. Define the problem 2. Identify the decision criteria: Values, interests & personal preferences 3. Weigh the identified criteria in order of priority 4. Develop possible alternatives 5. Evaluate the Alternatives in terms of its outcomes 6. Select the Best Alternative 7. Develop a Contingency Plan

TECHNIQUES FOR MANAGING CONFLICTS

Conflict is like a Problem, we have to find the

causes and take steps to find the solution

Agree to Disagree - understand that healthy

disagreement would result in better decision

Meet Conflict head on Be honest about concerns Avoid Ego Clashes

Different Approaches to Conflict Resolution

1. Problem Solving: Face-to-face Meeting to identify

problem and resolving through open discussion

2. Super-ordinate Goal: Creating a shared goal that

cannot be attained without the cooperation of conflicting parties.

3. Expansion of Resources: When conflict is due to

scarcity of resources.
4. Smoothing: Playing down differences while emphasising

common interests between conflicting parties.

Different Approaches to Conflict Resolution

5. Authoritative Command: Use of formal authority to resolve the conflict and communicating to all concerned. 6. Altering the Human Variable: Using behavioural change technique such as training to alter attitudes and behaviours that cause conflict.

7. Altering Structural Variables: Changing the formal organisation structure and interaction patterns of conflicting parties through job re-design, transfers, creation of coordinating positions.

TECHNIQUES FOR MANAGING CONFLICTS

Conflicts can be resolved if both parties try to

understand each other and jointly search for alternative solutions

Conflict Management needs an involved process of

joint exploration
Convince by providing additional information/data

MANAGING CONFLICTS WITH BOSS/SUBORDINATES

1. 2. 3. 4.

Understand Expectations Have a Healthy Dialogue Stay Positive Be Professional: Focus on Issues and not on nature or behavior Change Yourself
Source: Economic Times, 25 May, 2002

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