Conflict and Decision Making

Conflict and
Decision making
Group
Members
Rafay 2020-cs18
Laiba 2020-cs-86
Sabahat 2020-cs-74
Ahmed 2020-cs84
Submitted to
Miss Aqsa
Introduction to Conflict and Decision Making
Conflict
A situation in which two or more individuals or groups have interests, values, or goals that are
incompatible.
 Decision Making:
The process of selecting a course of action from multiple alternatives to achieve organizational
objectives.
Conflict in Decision Making
 What is it?
 It is good or bad?
Nature of conflict
 Conflict is:-
i. Man vs Man (External)

ii. Man vs Nature (External)
iii. Man vs self (Internal)
Types of conflict
 Intrapersonal or intra psychic conflict
o Conflict that occur with an indivisual
o Self conflict
 Interpersonal conflict
o Conflict between indivisuals
Types of conflict
Intragroup conflict
o Conflict within a group that might shares goals but differ
over means
Intergroup conflict
o Conflict between different organization , groups or
communities
Resolving and managing conflict
 Confrontation
 Avoiding
 Compromising
 Forcing
 Collaborating
 Father of modern socialism,
communisum, and conflict
theory.
 Marxism is a western intellectual

tradition spanning 150 years,
consisting of three components:
1) A political doctrine
2) A philosophy (or antiphilosphy)
of history
3) Analysis of the functioning of
ecconomy
Theories of conflict
Traditional View:
o Conflict is seen as inherently negative and disruptive to organizational harmony and

productivity.
oArises from misunderstandings, personality clashes, or competition for limited resources.
oOrganizations aim to minimize or avoid conflict through authoritarian management styles or

strict policies and procedures.
Human Relations View:
oConflict is recognized as natural and inevitable but manageable through effective

communication and conflict resolution techniques.
oArises from differences in values, interests, or goals among individuals or groups.
oConflicts can be resolved or turned into opportunities for growth and collaboration through
open dialogue, empathy, and compromise.
Interactionist View:
oConflict is viewed as potentially beneficial, stimulating creativity, innovation, and problem-

solving if managed constructively.
oArises from diverse perspectives and competing ideas within the organization.
Cont…
o Properly managed conflicts can lead to positive outcomes such as increased employee
engagement, better decision-making, and organizational learning.
o Strategies involve encouraging healthy debate, fostering a culture of respect and trust, and
providing channels for constructive feedback and resolution.
Overview of decision making
1. Decision making is the congnitive process leading to the selection of course of action among
alternatives.
2. Every decision making process produce a final choice :
3. Example:
a. Shopping
b. Deciding what to eat
c. What to wear
Steps in Decision making
process
St
ep
• Identify the problem
1
St
ep
• Identify decision criteria
2
St
ep
• Allocate Weights to the Criteria
3
St
ep
• Develop Alternatives
4
St
ep
• Analyze alternatives
5
St
ep
• Select an alternative
6
St
ep
• Implement the alternative
7
St
ep
• Evaluate Decision Effectiveness
8:
process
Step 1: Identify a Problem
 Recognize a discrepancy between an existing and desired condition, such as dysfunctional
teams or declining sales.
 Carefully distinguish between symptoms and the root problem to ensure accurate problem
identification.
Step 2: Identify Decision Criteria
 Define relevant criteria essential for resolving the problem, considering factors like
functionality, quality, and warranty.
 Adapt decision criteria to changing consumer behavior or market dynamics for effective
decision making.
process
Step 3: Allocate Weights to the Criteria
 Assign weights to decision criteria based on their relative importance, ensuring correct
prioritization.
 Use a standardized scale, like assigning the most critical criterion a weight of 10, for consistent
weighting.
Step 4: Develop Alternatives
 Generate a list of viable alternatives to address the problem, fostering creativity and
innovation.
 Explore diverse options without initial evaluation to encourage comprehensive consideration.
process
Step 5: Analyze Alternatives
 Evaluate each alternative against established criteria to assess feasibility and effectiveness.
 Consider weighted scores to identify the most favorable alternative, ensuring thorough
analysis.
Step 6: Select an Alternative

 Choose the alternative with the highest total score from the analysis phase as the optimal
solution.
 Prioritize alternatives based on their performance against criteria to facilitate decision making.
process
Step 7: Implement the Alternative
 Communicate the chosen decision to relevant stakeholders and secure their commitment for
successful implementation.
 Monitor the decision's execution and adapt to environmental changes to ensure long-term
effectiveness.
Step 8: Evaluate Decision Effectiveness

 Assess the outcome of the decision to determine if the problem was adequately resolved.
 Identify any shortcomings in problem definition, alternative evaluation, or implementation for
corrective action.
Decision Making Theories
Bounded
Rationality
Rationality
Evidence-
Intuition Based
Management
Decision Making Theories
Rationality
o Managers aim to make logical and consistent choices to maximize value.
o Assumptions include clear problem definition, knowledge of alternatives, and objective
decision making.
o Making decisions rationally would consistently lead to selecting:
a. Planning
b. Organizing
c. Leading
d. Controlling
Bounded Rationality
o Managers make rational decisions within the limits of their ability to process information.
o They satisfice by accepting solutions that are "good enough" rather than maximizing.
o They prioritize efficiency and effectiveness by selecting solutions that meet the minimum
requirements and avoid exhaustive analysis.
Intuition
oManagers make decisions based on experience, feelings, and accumulated judgment.

o Intuition complements rational and bounded rational decision making, relying on past
experiences and emotions.
Evidence-Based Management
o Decision making is based on the best available evidence to improve management practice.
o It involves expertise, external evidence evaluation, stakeholder opinions, and organizational
factors.
Thank you

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Conflict and

i. Man vs Man (External)

 Marxism is a western intellectual

o Conflict is seen as inherently negative and disruptive to organizational harmony and

oArises from misunderstandings, personality clashes, or competition for limited resources.

oOrganizations aim to minimize or avoid conflict through authoritarian management styles or

oConflict is recognized as natural and inevitable but manageable through effective

oArises from differences in values, interests, or goals among individuals or groups.

oConflict is viewed as potentially beneficial, stimulating creativity, innovation, and problem-

Step 6: Select an Alternative

Step 8: Evaluate Decision Effectiveness

oManagers make decisions based on experience, feelings, and accumulated judgment.

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