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    Conflict Management

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    Raquel O. Mendoza
    The document discusses conflict management. It defines conflict and explains that conflict arises from differences in goals, perceptions, and emotions between two or more parties. While conflict can be distracting and damaging, it also has potential benefits such as increased motivation, creativity, and problem solving. Common causes of conflict include misunderstandings, personality clashes, and disagreements over goals, values, methods, resources, or policies. The document also outlines strategies for preventing and resolving conflicts constructively.

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    Conflict Management

    Uploaded by

    Raquel O. Mendoza
    85 views12 pages
    The document discusses conflict management. It defines conflict and explains that conflict arises from differences in goals, perceptions, and emotions between two or more parties. While conflict can be distracting and damaging, it also has potential benefits such as increased motivation, creativity, and problem solving. Common causes of conflict include misunderstandings, personality clashes, and disagreements over goals, values, methods, resources, or policies. The document also outlines strategies for preventing and resolving conflicts constructively.

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    The document discusses conflict management. It defines conflict and explains that conflict arises from differences in goals, perceptions, and emotions between two or more parties. While conflict can be distracting and damaging, it also has potential benefits such as increased motivation, creativity, and problem solving. Common causes of conflict include misunderstandings, personality clashes, and disagreements over goals, values, methods, resources, or policies. The document also outlines strategies for preventing and resolving conflicts constructively.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    85 views12 pages

    Conflict Management

    Uploaded by

    Raquel O. Mendoza
    The document discusses conflict management. It defines conflict and explains that conflict arises from differences in goals, perceptions, and emotions between two or more parties. While conflict can be distracting and damaging, it also has potential benefits such as increased motivation, creativity, and problem solving. Common causes of conflict include misunderstandings, personality clashes, and disagreements over goals, values, methods, resources, or policies. The document also outlines strategies for preventing and resolving conflicts constructively.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 12

    CONFLICT MANAGEMENT

    PREPARED BY:
    CLARINDA R. PLAZA
    MAED 2B
    CONFLICT
    Conflict comes from the Latin root word – “ com”
    – together and “ fligere” - to strike.
    Conflict is a state of real difference between two or
    more persons where overt behavior is
    characterized by differing perceptions toward goals
    that in turn create tensions, disagreement and
    emotionality that tents to polarized those involved.
    Conflict is inevitable.
    Merits and Liabilities of
    CONFLICT
    ADVANTAGES DISAVANTAGES
    • Clarifies issues and positions • Can distract from goal
    • increases motivation and achievement
    energy • causes defensiveness and
    • builds internal cohesiveness rigidity
    • leads to innovation and • polarized the group
    creativity • distorts reality
    • increases involvement • decreases productivity
    • improves problem-solving • can be deliberating
    quality • destroys morale
    • can increases productivity • creates suspicion and distrust
    • can prevent stagnation
    CAUSES OF CONFLICT
    Principal causes of conflict within an organization
    based on a survey of managerial interests:
    - Misunderstanding or communication failure
     Personality clashes
     Value and goal differences
     Substandard performance
     Differences over method
     Responsibility issues
     Lack of cooperation
     Authority issues
     Frustration and irritability
     Competition for limited resources
     Non- compliance with rules and policies
    Parties to conflict, for the most part, find
    themselves in one(or more) of four areas of
    disagreement
    Facts (present situation or problem)
    Methods (best way to achieve the
    goals)
    Goals( how we would like things to be)
    Values (long term goals and qualities
    we support)
    LEVELS OF CONFLICT
    Intrapersonal Level ( within the individual)
    - contradictory, incompatible emotion and impulses
    wihin the person.
    Intergroup Level ( among group)
    - divergence between the values and norm of the
    group and those of certain segments of the community
    of which the group is a part.
    Interpersonal Level ( within the group )
    - differences in the group members’ goal and
    values, their motivation and interests.
    Factor that predispose individuals
    to engage in unnecessary conflicts
     poorly defines jobs,tasks responsibilities and range of
    authorities`
     prior history of conflict between two or more people of
    groups.
     interdepartmental relationships that frequently place
    members at cross purposes; traditional adversary
    relationships
     unreasonable levels of pressure and pace in the
    organization
     severe economic downturn that jeopardizes the job
    security of organization members
     overly competitive climate fostered by top
    management and managers at various levels
     favoritism shown by managers
     primitive, accusative, or treatening style of treatment
    by a unit manager leading to escapist behavior such as
    blaming, shifting responsibilities
    Unclear or arbitary standards for advancement and
    promotion in an organization: inconsistent patters of
    rewarding accomplishment, overly secretive an
    competitive organizational climate
    Great confusion or uncertainty about forthcoming
    major changes or upheaval in the organization.
    Five stages to lessen the
    chance of often conflict
    1. Anticipation – a change is to be made and problems are
    forecasts.
    2. Conscious but unexpected differences – rumors are out,
    but there is no confirmation. People do not like what
    they hear.
    3. Discussion – information is presented. Questions are
    asked. Sides of the questions become open.
    4. Open dispute – the principals in the situation confront the
    side of the argument. Differing opinions become clear.
    5. Open conflict – the conflict sharpens up, with forces
    mobilizing behind each side of the argument.
    Styles of resolving conflict
    The vertical scale – allows one to assess
    how important the relationship is in any given conflict.

    The horizontal scale – allows one to


    assess just how impotant one’s personal goals are in
    any given conflict.

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