Conflict Management
Conflict Management
◦ Conflict is not the same as discomfort. The conflict isn't the problem
- it is when conflict is poorly managed that is the problem
What is Workplace Conflict?
◦ Organizational conflict or workplace conflict, is a state of
discord caused by the actual or perceived opposition of
needs, values and interests between people working
together. Conflict takes many forms in organizations.
• This approach assumes that conflicts occur naturally in all groups and
organizations.
Human • It is natural and cannot be avoided, hence it should be accepted.
Relations • It cannot be removed and it may play a role in group performance.
View
Interpersonal
Level
Inter –
Organizational
Level
Involvement Levels Of Conflict
Inter –
Intrapersonal Interpersonal Inter – Group
Organizational
Level Level Level
Level
Personality Clashes
Competition for
Resources
Authority Issues
Causes of Conflict
Lack of Co-operation
Differences of Opinion
Low Performance
Values / Goal
Differences
Managerial Actions That Cause
Workplace Conflicts
Give in
Apologize
Typical Responses
To Conflict Whine / Complain
Fight it out
Pretend to agree
Conflict Is
Polarizes people and groups, reducing cooperation
Destructive
When It
Energizes work
to be on the
Improves
most
communication
appropriate
issues
Advantages
of Conflict
Helps people
Helps people
learn how to
"be real", for
recognize and
example, it
benefit from
motivates them
their
to participate
differences
Lost work
time and
productivity
Disadvantages
of Conflict
Damage to
Health costs
organization
due to stress
reputation
Avoidance
• In avoidance, every one shows that the conflict does not really exist and hopes
that it will finish.
Accommodation
• It involves hiding the differences between the conflicting parties and showing
areas of agreement.
Compromise
• It involves appreciation by all conflicting parties that something is wrong and
needs attention.
Collaborative
• It occurs when each party gives up something for the sake of the other.
• It is a win – win situation.
Approach Objective Your Position Supporting Likely Outcome
Rationale
Forcing Get your way. “I know what’s right. It is better to risk You feel vindicated, but
Don’t question my causing a few hard other party feels
judgment or authority.” feelings than to abandon defeated and possibly
a position you are humiliated.
committed to.
Avoiding Avoid having to deal “I’m neutral on that Disagreements are Interpersonal problems
with conflict. issue. Let me think inherently bad because don’t get resolved,
about it.” they create tension. causing long-term
frustration manifested
in a variety of ways.
Accommodating Don’t upset the other “How can I help you feel Maintaining harmonious Other person is likely to
person. good about this relationships should be take advantage of you.
encounter? My position our top priority.
isn’t so important that it
is worth risking bad
feelings between us.”
Compromising Reach an agreement “Let’s search for a Prolonged conflicts Participants become
quickly. mutually agreeable distract people from conditioned to seek an
solution.” their work and engender expedient, rather than
bitter feelings. effective solution.
Collaborating Solve the problem “This is my position. The positions of both Participants find an
together. What is yours? I’m parties are equally effective solution.
committed to finding the important (though not
best possible solution.” necessarily equally
valid).
Equality emphasis
should be placed on the
quality of the outcome
and the fairness of the
decision-making.
It’s common that a person uses
more than one style, depending on
the need of the situation, but
usually one style dominates.
CONFLICT
RESOLUTION
PROCESS
Managing conflict constructively depends in large measure
on clear, open, and honest communication
Conflict Resolution Process
Find a good time and place to talk