Conflict Management: September 21, 2019

CONFLICT
MANAGEMENT
SEPTEMBER 21,
2019
OBJECTIVES
Identify and
understand
conflict.
Identify causes of
conflict in the
workplace
Learn conflict
resolution styles
Practice resolution
strategies
PRE-TEST
7 Causes of Conflict in the Workplace
Conflict Description
1. Conflicting Needs a. When an associate is asked to perform a

function
2. Conflicting outside their job function
Perceptions b. When a people view the same incident in
3. Conflicting Goals dramatically different ways
c. When diversity is not accepted in the
4. Conflicting
workplace.
Pressures
d. Differences in the way we approach
5. Conflicting Roles people and issues.
6. Different Personal e. When workers compete for resources,
Values recognition and power
f. When all objectives are important and
7. Conflicting Styles
necessary
CONFLICT
What comes in your mind when you hear the word conflict?
Perfect organizational health is
not from freedom from
conflict. On the contrary, if
properly handled, conflicts can
lead to more effective and
appropriate adjustments.
WHAT IS CONFLICT?
“Wherever there is
interaction, there is
An expressed struggle
conflict”
between at least two
interdependent parties who
perceive incompatible goals,
scarce resources and
interference from other party
in achieving their goals.
3 VIEW OF CONFLICT
• All conflicts are harmful and

TRADITIONAL must be avoided
HUMAN • Conflict is natural and

RELATIO inevitable outcome in any
N VIEW group.
• Conflict is absolutely
INTERACTION necessary for group to
IST VIEW perform effectively.
FORMS OF INTERACTIONIST CONFLICT
 Functional Conflict  Dysfunctional Conflict

 Conflict that supports the  Conflict that hinders
goals of the group and group
improves its performance performance.
3 types of Conflicts
1. Task Conflict – Conflict over content and goals of the

work
2. Relationship Conflict – Conflict based on the

interpersonal relationship
3. Process Conflict – conflict over how work

gets done
7 COMMON CAUSES OF WORKPLACE CONFLICTS
1. Conflicting Needs
Whenever workers compete for scarce resources, recognition,

and power in the company's pecking order, conflict can occur.
2. Conflicting Styles
Differences in the way we approach people and issues.

3. Conflicting Perceptions
View the same incident in dramatically different ways.
4. Conflicting Goals
Associates may have different viewpoints about an incident,

plan, or goal.
5. Conflicting Pressures
Conflicting pressures can occur when two or more associates

or departments are responsible for separate actions with
the same deadline
6. Conflicting Roles
Conflicting roles can occur when an associate is asked to perform a

function that is outside his or her job requirements or expertise or
another associate is assigned to perform the same job
7. Different Personal Values
Conflict can be caused by differing personal values.

Segregation in the workplace leads to gossiping, suspicion,
and ultimately, conflict (Hart 2009). Associates need to learn
to accept diversity in the workplace and to work as a team.
How do we handle conflict that arises in the
workplace?
?
CONFLICT RESOLUTION
“Dialogue is the most
Is the process of resolving effective way of
a dispute by addressing resolving conflict
and meeting at least some “
of each side’s needs and
concerns.
5 Conflict Resolution Style
1. Avoiding
2. Accommodating
3. Compromising
4. Competing
5. Collaborating
1. Deny / Avoid
 Ignores the situation
altogether. Either one
or both of the
people involve in the
conflict
 Often called the
“Mushroom Style”
“
I
2. Smooth / Accommodating
 used when you set aside your own
wants or needs and focus on those
of others. You leave your own
concerns behind and accommodate
for those of someone else.
 Everything looks good on the
surface but discontent is underneath.
The purpose is to preserve the
relationship and not “rock the boat”’
3. Compromising
 tries to find a way to partially
satisfy people on both sides of
the argument. Adjustments
are made on both ends to
resolve the conflict at hand.
 Often useful on a short-term
basis.
4. Competing
 you take a firm stance and
refuse to see the perspective of
the other parties.
5. Collaborating
 Includes finding a solution that
will appease all involved parties.
 “win-win” style of conflict
management
5 Steps in Resolving Conflict
• Establish mutual involvement

Step 1
• Understand the other point of view

Step 2
• Present your perspective

Step 3
• Decide on an action plan

Step 4
• Express your appreciation

Step 5
Establish Mutual Involvement
Briefly describe the problem.

Make a concise statement of
the issue. Describe the problem
objectively and establish why
the other person vested
interest.
Understand the other Point of View
• It is good idea to let the other person

speak first.
• It's important that everyone
understands each party's underlying
interests, needs and concerns. So,
take a positive stance, keep the
conversation courteous, and avoid
blaming anyone.
Present your Perspective
• Describe the what, who, when and

where of the problem as you see it.
• Describe the impact of the
situation
• Use specific, non-accusatory
language
• Don’t hint, generalize or make
assumptions.
Decide on a Plan
• Agree on the issues to be addressed

• Identify the next logical step
• Share responsibility
• Document what you have agreed to
If no agreement seems possible – end the discussion – agree to

disagree
Express your Appreciation
• Acknowledgement and
appreciation of the other party’s
positive behavior
• Expressing appreciation can
be a very powerful message if it is
conveyed with integrity
and respect.
H
a
Key points to remember in dealing with conflict
 Do not avoid the conflict, in

hopes it will simply go away.
 Meet with the involved parties as soon
as possible and follow the conflict
resolution steps
 Remember – conflict affects everyone,
with whom the conflicting parties
interact with not just the involved
parties.
THANK YOU!

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CONFLICT

1. Conflicting Needs a. When an associate is asked to perform a

• All conflicts are harmful and

HUMAN • Conflict is natural and

 Functional Conflict  Dysfunctional Conflict

1. Task Conflict – Conflict over content and goals of the

2. Relationship Conflict – Conflict based on the

3. Process Conflict – conflict over how work

Whenever workers compete for scarce resources, recognition,

Differences in the way we approach people and issues.

View the same incident in dramatically different ways.

Associates may have different viewpoints about an incident,

Conflicting pressures can occur when two or more associates

Conflicting roles can occur when an associate is asked to perform a

7. Different Personal Values

Conflict can be caused by differing personal values.

• Establish mutual involvement

• Understand the other point of view

• Present your perspective

• Decide on an action plan

• Express your appreciation

Briefly describe the problem.

• It is good idea to let the other person

• Describe the what, who, when and

• Agree on the issues to be addressed

If no agreement seems possible – end the discussion – agree to

 Do not avoid the conflict, in

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