CHAPTER- 4 MANAGING CONFLICT INTRODUCTION Conflict is defined in many ways; there is no unanimity among the scholars about what

constitute a conflict. One school, dominant in North America, defines conflict in terms of clash of interest between two parties. Kenneth Building for instance, states: Conflicts o!er interests are situations in which some change ma"es at least one party better off and the other party worse off, each in their own estimation...A fight is a situation in which each party to a #ercei!ed conflict o!er interests acts to reduce the welfare of the other $ohan %altung, who represents another school, maintains that in$ustice and structural !iolence mar" a conflict situation. According to him, absence of physical !iolence and direct confrontation between actors does not necessary mean that structural !iolence is totally absent. Adam Curie presents a broader definition. &or him, conflict is a situation where potential de!elopment of one party is impeded by another. 'owe!er, the most widely used definition lin"s a conflict situation with incompatible goals of parties. According to (ichel Nicholson, a conflict e)ists when two people wish to carry out acts which are mutually inconsistent. *he definition of conflict can be e)tended from single people to groups and more than two parties can be in!ol!ed in a conflict. +t is a bilateral affair because the parties establish communication with each other, create atmosphere for tal"s, set the agenda, conduct hard bargaining and commit themsel!es to an agreement reached between them. *he negotiation process can be long and difficult. +t is also possible that tal"s can easily brea" down since there is no third party to moderate their #osition.

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DEFINITIONS A process that begins when one party has negati!ely affected, or is about to negati!ely affect, something that the first party cares about. FEATURES OF CONFLICT 4. Conflicts do not $ust appear. Conflicts e!ol!e. 5. Conflict is li"e a !irus when it appears it begins to spread li"e cra6y. 7. Conflicts are bred by differing !alues. 8. Conflict is energi6ed through opposing interests. 9. Conflict is fueled by poor communications. :. Conflict intensifies when trust brea"s down. ;. Conflict is festered by incompatible goals. <. Conflicts are encouraged by differing personalities. LEVELS OF CONFLICT 1) Intrapersona Con! "#t +ntrapersonal conflict is uni=ue among the types of conflict, in that it does not necessarily occur as a result of social conte)t. +ntrapersonal conflict ta"es place within an indi!idual. *his sort of conflict is present where!er an indi!idual beha!es in a way that is in direct contradiction to how they really thin" or feel. &or instance, a person who is not racist might find himself ma"ing racist $o"es or comments in an en!ironment where racist indi!iduals surround him in order to fit into his social surroundings. Another e)ample of intrapersonal conflict is a person trying drugs or alcohol in a social en!ironment e!en though they don>t really want to do it. +n short, if you find yourself doing something that

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your conscience says is morally wrong or that you don>t feel comfortable doing, then you are e)periencing an intrapersonal conflict. $) Interpersona Con! "#t +nterpersonal conflict describes those clashes that occur when indi!iduals who find themsel!es wor"ing or li!ing in the same location are unable to come together in order to accomplish a goal or ob$ecti!e. 0ources of interpersonal conflict include the lac" of a common bac"ground, personality issues and differences in li!ed e)perience. +nterpersonal conflict often occurs in the wor" place and may need resolution help by an indi!idual who is e)ternal to the organi6ation. +nterpersonal conflict can also occur between roommates, team members or e!en domestic partners. +nterpersonal conflict is distinguished from intragroup conflict in that it ta"es place between two indi!iduals, rather than many. %) Intra&ro'p Con! "#t +ntragroup conflict occurs in the conte)t of an organi6ation or military command. +t in!ol!es numerous members of the group. #erhaps the most common symptom of intragroup conflict is se!ere lapses in communication. *his results in the group being unable to cohere to accomplish goals and ob$ecti!es. +ntragroup conflict can also result from e)ternal problems, such as a lac" or limit of resources. 0uch conflict can also be caused or e)acerbated by power dynamics within the group.

STAGES IN CONFLICT PROCESS *he conflict process can be seen as comprising fi!e stages ?4@ potential opposition or incompatibility ?5@ Cognition and personali6ation ?7@ intentions ?8@ Beha!ior ?9@ Outcome. Sta&e 1( Potent"a oppos"t"on or "n#o)pat"*" "t+( *he first step in the conflict process is the presence on conditions that create opportunities for conflict to rise. *hese cause or createopportunities for conflict to rise. *hese causes or sources of conflict ha!e been condenses into three general categories A ?4@Communications ?5@ 0tructure ?7@ #ersonal Bariables.

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,1)Co))'n"#at"ons( ,ifferent words connotations, $argon insufficient e)change of information and noise in communication channel are all antecedent conditions to conflict. *oo much communication as well as too little communication can relyfoundation for conflict. ,$)Str'#t're( *he term structure is used, in this conte)t to include !ariables such as si6e, degree of speciali6ation in the tas"s assigned to group members, $urisdictional clarity, membersC goal compatibility, leadership styles, reward systems and the degree of dependence between groups. *he si6e and speciali6ation act as forces to stimulate conflict. *he larger the group and the more speciali6ed its acti!ities, the greater the li"elihood of conflict. *enure and conflict ha!e been found to be in!ersely related,. *he potential for conflicts tends to be greatest when group members are younger and when turno!er is high. ,%)Persona Var"a* es( Certain personality typesA for e)ample indi!iduals who are highly authoritarian and dogmaticA lead to potential conflict. Another reason for conflict is difference in !alue systems. Balue differences are the best e)planations of di!erse issues such as pre$udice disagreements o!er oneDs contribution to the group and rewards one deser!es. Sta&e $( Co&n"t"on an- persona ".at"on( conflict must be percei!ed by the parties to it whether or not conflict e)ists is a perception issue. +f no one is aware of a conflict, then it is generally agreed that no conflict e)ists. Because conflict is percei!es does not mean that is personali6ed. &or e.g. E A may be aware that B and A are in serious disagreements but it may not ma"e A tense or nations and it may ha!e no effect whatsoe!er on ADs affection towards BE +t is the felt le!el , when indi!iduals become emotionally in!ol!ed that parties e)perience an)iety , tension or hostility. 0tage5 is the place in the process where the parties decide what the conflict is about and emotions plays a ma$or role in shaping perception. Sta&e %( Intent"ons( +ntentions are decisions to act in a gi!en way intentions inter!ene between peopleDs perception and emotions and their o!ert beha!ior.

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3sing two dimensions cooperati!eness ?the degree to which one party attempts to satisfy the other partyDs concerns@and asserti!eness ?the degree to which one party attempts to satisfy his or her own concerns@A fi!e conflict handling intentions can be identified. 4) Co)pet"n&( when one person see"s to satisfy his or her own interests regardless of the impact on the other parties to the conflict, he is competing. $) Co a*orat"n&: A situation in which the parties to a conflict each desire to satisfy fully the concerns of all the parties. +n collaborating, the intention o the parties are to sol!e the problem by clarifying differences rather than by accommodating !arious points of !iew. %) A/o"-"n&( a person may recogni6e that a conflict e)ists and want to withdraw from it or suppress it. A!oiding included trying to $ust ignore a conflict and a!oiding others with whom you disagree. 4) A##o))o-at"n&: *he willingness of one partying a conflict top lace the opponentDs interest abo!e his or her own. 0) Co)pro)"s"n&: A situation in which each party to a conflict is wiling to gi!e up something. +ntentions pro!ide general guidelines for parties in a conflict situation. *hey define each partyDs purpose. /et people intention is not fi)ed. ,uring the course of conflict, they might change because of reconceptuali6ation or because of an emotional reaction to the beha!ior of other party. Sta&e 4( 1e2a/"or( *his is a stage where conflict becomes !isible. *he beha!ior stage includes the statements, actions and reactions made by the conflicting parties. *hese conflict beha!iors are usually o!ert attempt to implement each partyDs intentions. Sta&e 0 O't#o)es( *he action reaction interplay between the conflicting parties result in conse=uences. *hese outcomes may be functional in that the conflict results in an impro!ement in the groupDs performance, or dysfunctional in that it hinders group performance. Conflict is constructi!e when it impro!es the =uality of decisions simulates creati!ity and inno!ations encourages interest and curiosity among group members pro!ides the medium through which problems can be aired and tensions released and fosters an en!ironment of self e!aluation and change.

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Conflict is dysfunctional when uncontrolled opposition breeds discontent, which acts to dissol!e common ties and e!entually leads to the destruction of the group. Among the more undesirable conse=uences are a retarding of communication, reductions in group cohesi!eness and subordination of group goals to the primacy of infighting between members.

DIFFERENCE 1ET3EEN FUNCTIONAL AND D4SFUNCTIONAL CONFLICT F'n#t"ona Con! "#t 4@ Conflict that supports the goal of the group and impro!es its performance 5@ &unctional conflicts ser!es organi6ations +nterest. 7@ &unctional conflict is also referred to as Cooperati!e or constructi!e conflict. D+s!'n#t"ona Con! "#t 4@ Conflict that hinders group performance. 5@ ,ysfunctional conflicts threatens Organi6ations interests 7@ Fastes organi6ationDs resources And its counterproducti!e.

OUTCOMES OF CONFIICT( Pos"t"/e O't#o)e,F'n#t"ona Con! "#t) 4@ *he positi!e outcome of conflict is that it increases the groupDs performance in organi6ations. 5@ Guality of decisions in an organi6ation increases. 7@ +t stimulates inno!ation and creati!ity in an organi6ation. 8@ 2ncouragement of interest and curiosity 9@ #ro!ision of a medium for problem sol!ing :@ Creation of an en!ironment for selfAe!aluation and change

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Ne&at"/e O't#o)e ,D+s!'n#t"ona Con! "#t) 4@ ,e!elopment of discontent 5@ -educed group effecti!eness 7@ -etarded communication 8@ -educed group cohesi!eness 9@ +nfighting among group members o!ercome group goals. CONFLICT RESOLUTION TECHNI5UES 1) Pro* e) so /"n&( &ace to face meeting of the conflicting parties for the purposes of identifying the problem and resol!ing it through open discussion. $) S'*or-"nate &oa s #reat"n& a s2are- &oa t2at #annot *e atta"ne- 6"t2o't t2e #ooperat"on o! ea#2 o! t2e #on! "#t"n& part"es7 %) E8pans"on o! reso'r#es( Fhen a conflict is caused by the scarcity of the resourceA say, money, promotion, opportunities, office spaceA e)pansion of the resource can create a winCwin solution. 4) A/o"-an#e( Fithdrawal from or suppression of the conflict. 0) S)oot2"n& #o)pro)"se( #laying down differences while emphasi6ing common interests between the conflicting parties. 2ach party to the conflict gi!es up something of !alue. 9) A't2or"tat"/e Co))an-( (anagement uses its formal authority to resol!e the conflict and then communicates its desires to the parties in!ol!ed. :) A ter"n& t2e 2')an /ar"a* e( 3sing beha!ioral change techni=ues such as human relations training to alter attitudes and beha!iors that cause conflict. ;) A ter"n& t2e str'#t'ra /ar"a* es( Changing the formal organi6ation structure and the interaction patterns of conflicting parties through $ob redesign, transfers, creation of coordinating positions, and the li"e.

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4@ Conflict is a!oidable 5@ Conflict is caused by management

4@ Conflict is ine!itable. 5@ Conflict arises from many Causes including organi6ational 0tructure, una!oidable ,ifferences in perceptions and Balues of speciali6ed #ersonnel and so on. 7@ Conflict contributes and detracts from organi6ational performance in !arying degrees. 8@ *he tas" of the management is to manage the le!el of conflict and is resolution for optimal organi6ational performance. 0.#.K.( 12*#3-

7@ Conflict disrupts the organi6ation and pre!ents optimal performance 8@ *he tas" of the management is to eliminate conflict

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9@ Optimal organi6ational performance re=uires the remo!al of conflict.

9@ Optimal organi6ational #erformance re=uires a moderate le!el of conflict.

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