Definition

• Conflict is “a process that begins when individuals or groups perceive that others have taken or will soon take actions incompatible with their own major interests.”

Greenberg and Baron

Types of Conflicts

• Intrapersonal Conflict

• Interpersonal Conflict

• Inter-group Conflict

• Inter-organization Conflict

Intrapersonal Conflict

•conflict within oneself •result of competing roles and values •result of contradiction•while finding a balance between personal and professional life

Interpersonal Conflict

• conflict between individuals

• affect the individuals emotionally

• not compatible • failure in

communication • differences in

perception • difference in status

Inter-group Conflict

• conflict between groups • between two departments

of a company • prove them to be superior,

gain power and improve their image

• difference in opinions, group loyalties and competition

• diversion of focus from job priorities

Inter-organization Conflict

• conflicts between to organizations

• out of competition

• turn into a cold war

Sources of ConflictsSources of Conflicts

•Organisational Causes

•Interpersonal Causes

Organisational causes of ConflictsOrganisational causes of ConflictsOrganisational

changesCompetition

over scarce resources

Interdependence

Role ambiguityDifferentiation

within the organisation

Power differentials

Interpersonal causes of ConflictsInterpersonal causes of Conflicts

Personality Clashes

Different valuesThreat to statusContrasting

perceptionsDistrustFaulty

communicationFaulty

attributions

THE TECHNIQUES USED BY MANAGERS TO RESOLVE

CONFLICTS

The overall goal of the different conflict management techniques is not to eliminate conflict but to adopt procedures for maximizing its potential benefits while minimizing its potential costs.

TECHNIQUES TO RESOLVE CONFLICTS 

Bargaining Third party intervention:-

Mediation

Arbitration

Active questioning by the managerNo active questioning by the

managerInformal diagnosis of the nature of

the conflict by the manager Induction of super ordinate goalsEscalative interventions

FUNCTIONAL CONFLICTS

• It confrontation between 2 refers to ideas,goals and parties that improve employees and the organisations performance.

POTENTIAL BENEFITS OF CONFLICTS:• INCREASES AWARENESS

• MOTIVATES ORGANISATIONAL MEMBERS

• PROMOTES CHANGE

• ENHANCES MORALE & COHESION

• HIGH QUALITY DECISIONS

• STIMULATES INTEREST & CREATIVITY

DYSFUNCTIONAL CONFLICTS

Can cause tension, anxiety, and stress. It can also reduce trust and result in the withholding of information. It can reduce job performance if parties in conflict are interdependent in doing their jobs.

CONFLICT RESOLUTION

• Compromising

• Forcing

• Avoiding

• Confronting

• Smoothing

CONFLICT OUTCOMES

• LOSE-LOSE

• LOSE-WIN

• WIN-LOSE

• WIN-WIN

Con

flictMana

gement

Tech

niques

5 Steps to Managing Conflicts

• Analyze the conflict• Determine

management strategy• Pre-negotiation• Negotiation• Post-negotiation

Step I- Analyze the conflict

Step II- Determine management strategy

Conflict management strategies

• Collaboration• Compromise• Competition• Accomodation• Avoidance

Step III- Pre-negotiation

• Initiation• Assessment• Ground rules and

agenda• Organization• Joint fact-finding

Step IV- Negotiation

• Interests•Options•Evaluation•Commitme

nt

Step V- Post-negotiation

• Ratification

• Implementation

• Precaution

ConclusionGood Understanding

+Good Strategy

=No Conflicts