Conflict and Conflict

resolution in Organizations

DEFINITION OF CONFLICT
Two essential concepts in any conflict

Divergent views and

Incompatibility of those views

The discord that arises when goals, interests or

values of different individuals or groups are
incompatible and those people block or thwart each
others efforts to achieve their objectives.

The struggle that arises when the goaldirected behavior of one person or
group blocks the goal-directed behavior
of another person or group.

CONTEMPORARY VIEWS OF
CONFLICT
Conflict is inevitable, endemic and often
legitimate.
Chester Barnard described negotiating,
stress, and conflict as normal social
patterns in organizations.
Finite resources lead to competition.
Leaders need to manage conflict.

FUNCTIONAL VERSUS
DYSFUNCTIONAL CONFLICT
Functional Conflict
Conflict that supports the goals
of the group and improves its
performance.

Dysfunctional Conflict
Conflict that hinders
group performance.

Functional or constructive
conflict
A

healthy
constructive
disagreement between two or
more people.
Likely effects Surfaces important problems
so they can be addressed.
Causes careful consideration
of decisions.
Causes reconsideration of
decisions.
Increases
information
available for decision making.
Provides opportunities for
creativity.

Dysfunctional or
destructive conflict
An unhealthy destructive

disagreement
between
two or more people.
Likely effects:
Diverts energies.
Harms group cohesion.
Promotes
interpersonal
hostilities.
Creates overall
negative environment
for workers.

LEVELS AND TYPES

OF CONFLICT
Level of conflict
Organization

Group

Individual

Type of conflict
Within and between organizations

Within and between groups

Within and between individuals

SOURCES OF CONFLICT

SOURCES OF ORGANIZATIONAL
CONFLICT
Structural factors
Incompatible goals and time horizons
Status inconsistencies
Task interdependencies
Overlapping authority
Incompatible evaluation systems
Scarcity of resources

 Task interdependencies
Resource

Pooled
A
Task
interdependence

Sequential
A

Reciprocal

A
B

Personal factors
Skills and abilities
Perception
Values and ethics
Emotions
Communication barriers
Cultural differences

EFFECTS OF ORGANIZATIONAL
CONFLICT
Hostile conflict can result in:
Psychological withdrawalalienation and apathy
Physical withdrawalabsence, tardiness, and
turnover
Conflict can create
organizational health.

downward

spiral

in

Effective conflict management can lead to improved

organizational health.

PONDYS STAGES OF CONFLICT

Sources of
Conflict
Perceived
Conflict
latent
Conflict

Manifest
Conflict
Felt
Conflict

Conflict
Outcomes

Latent conflict: There is no actual conflict;

Perceived conflict: Each party searches for the origins of the

conflict, defines why the conflict is emerging, analyzes the
events that led to its occurrence, and constructs a scenario

Felt conflict: The parties in conflict develop negative feelings

about each other.

Manifest conflict: Both parties try to hurt each other and

frustrate each others goals.

Conflict aftermath: Every conflict episode leaves a conflict

aftermath that affects the way both parties perceive and
respond to a future conflict episode.

CONFLICT MANAGEMENT

Interventions that alter the level and form of conflict

in ways that maximise its benefits and minimise its
dysfunctional consequences

Competing stylehigh on assertiveness and low on cooperativeness

A desire to satisfy ones interests, regardless of the impact on the
other party to the conflict.

Accommodating
stylelow
on
assertiveness
and
high
on
cooperativeness
The willingness of one party in a conflict to place the opponents
interests above his or her own.

Avoiding stylelow on both assertiveness and cooperativeness

The desire to withdraw from or suppress a conflict.

Collaborating stylehigh on both assertiveness and cooperativeness

A situation in which the parties to a conflict each desire to satisfy
fully the concerns of all parties.

Compromising
stylemoderate
on
both
assertiveness
and
cooperativeness
A situation in which each party to a conflict is willing to give up
something.

STRUCTURAL APPROACHES TO
CONFLICT MANAGEMENT
1.Emphasising super-ordinate goals
Super-ordinate goal an organisational goal common
to all employees
Common objective held by conflicting parties that are
more important than the sources of conflict
Re-focus from departmental or individual goals to
super-ordinate goals

2. Reducing differentiation
Move employees around to different
departments and regions
Other ways to reduce differentiation
common dress code and status
develop common work experiences

jobs,

3. Improving communication and understanding

Communication is important in conflict management
Increase interaction
meetings, social events
minimises reliance on stereotyping
Team-building activities

4. Reducing task interdependence

a. Divide resourcesdivide the shared resource
b.Combine tasksjob enrichmentassign work
several people into one person

of

5. Increasing resources
Costly, but sometimes has more benefit in reduced
conflict
6. Clarifying rules and procedures
Establish clear rules for allocating resources
reduces interdependence
reduces need for direct contact between parties

The Conflict Process

Transactional Analysis (TA)

Eric Berne

A model for explaining why and how:

People think like they do
People act like they do
People interact/communicate with others
Has 3 distinct parts or ego states
1) Parent
2) Adult
3) Child

Transactional Analysis (TA)

Thoughts, feelings, attitudes, behavioral patterns
based on messages or lessons learned from parents
and other parental or authoritarian sources
Shoulds and should nots; oughts and ought nots;
always and never
Prejudicial views (not based on logic or facts) on
things such as:
religion dress
traditions work
Nurturing views (sympathetic, caring views)
Critical views (fault finding, judgmental)

Parent Ego State

Transactional Analysis (TA)

Thoughts, feelings, attitudes, behavioral patterns
based on objective analysis of information (data,
facts)
Make decisions based on logic, computations,
probabilities, etc. (not emotion)

Adult Ego State

Thoughts, feelings,
based on child-like
have experienced
Child-like examples

attitudes, behavioral patterns

emotions, impulses, feelings we
Impulsive, Self-centered, Angry
Fearful, Rebellious, Happy

Child Ego State

EFFECTIVE NEGOTIATOR
BEHAVIOURS
Plan and set goals
Gather information
Communicate effectively
Make appropriate concessions

ADVICE TO MANAGERS
Recognize that conflict is an enduring part of
organizational behavior.
Develop the skills to be able to analyze and manage it.
Try to identify its source and move quickly to intervene
to find a solution before the problem escalates.
Always consider whether the change will create
conflict.
Recognize that good organizational design can prevent
conflict from emerging.
Recognize that the appropriateness of a conflict
management strategy depends on the source of the
conflict.

When we get into arguments with

people, the problem wont be sorted
until both parties feel that they have
been treated fairly.
Grrrrr..

Grrrrr..

In order to make things fair, all parties have

to:
Understand
Avoid making things worse
Work together
Find a solution

In situations of crisis and potential

conflict, always remember star S T A R
We need to:
STOP
THINK
ANALYSE
RESPOND

CONFLICT CAN BE RESOLVED

WHEN BOTH PARTIES ARE
WILLING TO TALK
Hows about
another chat?

O.K. Thats cool!