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Conflict

The document defines conflict as a situation where two or more parties desire goals that they perceive only one can achieve. It identifies three components of conflict: the situation, attitudes like hostility, and confronting behaviors. It then lists different types of conflicts like task, relationship, and intergroup conflicts. The document presents models of the conflict process and management styles like competing, collaborating, and avoiding. It discusses strategies for conflict resolution like changing focus to the problem rather than solutions and establishing positive feelings between parties.

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Anshul Sable
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394 views17 pages

Conflict

The document defines conflict as a situation where two or more parties desire goals that they perceive only one can achieve. It identifies three components of conflict: the situation, attitudes like hostility, and confronting behaviors. It then lists different types of conflicts like task, relationship, and intergroup conflicts. The document presents models of the conflict process and management styles like competing, collaborating, and avoiding. It discusses strategies for conflict resolution like changing focus to the problem rather than solutions and establishing positive feelings between parties.

Uploaded by

Anshul Sable
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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com

Ross Stinger (1967) defines conflict as a situation in which two or more human beings desire goals, to which they perceive as being obtainable by one or the other but not both. Thus, conflict is made of 3 components i.e., 1. Situation where the conflicting parties view each other as competitors, or having mutually competitive interests or wants. 2. Attitudes i.e., leading to hostility and frustration. 3. Behavior i.e., Threatening, confrontation, destructive, egoistic, opposing, withdrawing acts etc.

Types of conflict
1. 2. 3. 4. 5. 6. 7. 8. 9. Task conflict Relationship conflict Process conflict Social conflict Intrapersonal conflict Interpersonal conflict Intragroup conflict Intergroup conflict International conflict

The Conflict Process-Diagram


Step I
Potential opposition/ Incompatibility

Step II
Cognition & Personalization

Step III

Step IV

Step V

Intentions

Behavior

Outcome

Antecedent conditions

Perceived conflict

Conflict handling Intentions

Overt Conflict

Communication Structure Personal Variables

Felt conflict

1. 2. 3. 4. 5.

Competing Collaborating Compromising Avoiding Accommodating

Partys behavior Others reaction

Increased group performance

Decreased group performance

Conflict Situation Situations 1. 2. 3. Individual/ Individual/ Group level Group Level A A1 B B1 Approach / Win Avoidance/Defeat Avoidance/Defeat Approach / Win Avoidance/Defeat Avoidance/Defeat

4.

Approach / Win Approach / Win

Conflict Intensity Continuum


Annihilatory Conflict

Overt efforts to destroy the other party Aggressive physical attacks Threats and ultimatums Assertive verbal attacks Overt questioning or challenging of others Minor disagreements or misunderstandings

No Conflict

Conflict Handling Styles


Assertive
(Dimensions of various Intentions)

Competing

Collaborating

Assertiveness

Compromising

Unassertive

Avoiding

Accommodating

Uncooperative

Cooperative

Cooperativeness

Potential Sources of conflict/ orientations


Potential Sources of conflict
Differences in culture, ideology & values Different goals, different educations, experiences, Varying perception, resources varied norms, Competitions/ Relationship

Conflict-escalation mode Perception


Contradictor y conflicting Conflicting Diverse Conflicting Limited Undesirable Dependent Inadequate Limited Narrow (own)

Resultant orientation
Prejudices Stereotyping

Conflict prevention/ Resolution mode Resultant Perception orientation


Modern & open outlook Varied Complementary Democratic views Positive attitude Expandable Useful Interdependent Clarity/ unambiguity Shareable Broader Acceptance & Tolerance Understanding Super ordination Constructive approach/decisions Consensus Sharing Tolerance Empathy and cooperation Better understanding

Individualistic
Clash of ideas & thoughts Negative attitudes Fighting Intolerance Dominance/ submission Communication gap Lack of trust Short term perspective

Poor communication
Use of power Concern with self

Trust
Long term perspective

Source : Pareek, 1992

Conflict Management Style (Black et. al.)


Approach
Compromise Confrontation

Avoidance
Out-group perceived as Unreasonable

Arbitration

Negotiation

Resignation Appeasement

Open to reason

Withdraw

Diffusion

Opposed to our Interests & belligerent

Having own interests but interested in peace

Out-group perceived as

Negotiation Process
Steps (1) Preparation and planning

(2)

Definition of ground rules

(3)

Classification and justification


Bargaining and problem solving Closure and Implementation

(4)

(5)

Effective Strategies for Conflict Resolution


Perceptual tactics/ strategies Identifying the problem in terms of goals rather than solutions Identifying the existence of mutually beneficial solutions Changing the focus of attention from other party to the problem Identifying the costs of not resolving the problem Identifying the costs of self sacrifice or domination

Affective Strategies Establishment of positive feelings by each party about themselves and others through clinical/ fact-finding method Minimizing feelings of anger, threat, or defensiveness by depersonalizing the problem and using a natural language

Situational Strategies/ tactics Reducing time pressure Providing neutral spatial arrangements Increasing proximity and interaction of the parties Equalizing and ignoring power differences Using sense of humor and interpersonal skills

Procedural Strategies Clarifying communication . Stating issues in specific rather than general terms Defining the problem jointly by the parties Making the feedback descriptive Separating the process stages of problem identification, solution, generalization, and evaluation Redefining problem statements in terms of needs rather than solutions Accepting the process rules of prescribing, forcing, acquiescing, or avoiding behavior State your position in terms of a problem to be solved rather than a solution to be accepted by the adversary Retain your flexibility by not becoming committed to a fixed position Make every effort to understand your adversary's viewpoint Present to your adversary an accurate picture of your own needs and motives, so that the other party can think up options that satisfy the needs of both parties.

Competencies required for Conflict Resolution


Unfreezing Being open Learning Empathy Searching for common themes Generating Alternatives Responding to alternatives Searching for a solution Breaking the deadlock Committing to the solution within the group Committing the whole group

Elements of Cognitive path & Decision path (for team & organizational development)
Dynamic Judgement Formation Model Alexander Bos (1974)

Thinking

Perceiving

Feeling

Acting

Volition

Cognitive path Decision path

Conflict Resolution Techniques


1. 2. 3. 4. 5. 6. 7. 8. 9. Problem - solving Super- ordinate goals Expansion of resources Avoidance Smoothing Compromise Authoritative command Altering the human variable Altering the structural variables

Conflict Prevention A proactive approach which means anticipating potential causes of conflict and taking quick action to turn them into positive forces for better understanding and cooperation. Conflict Transformation Goes beyond the solutions and entails further question how do we build / re-build relationships and institutions that

can support and sustain non-violent social change, world peace, living together and save our planet . It requires the spiritual awakening and feeling of oneness amongst the members in the society.

Thank You

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