Module 7 Conflicts

MODULE-7Conflicts in organization

Conflict at Work

MODULE-7Conflicts in organization

•Conflict is a situation where two or more parties feel themselves in opposition.•Conflict is interpersonal & arises from disagreements•Disagreements may be towards attaining goals, methods adopted to achieve etc•Conflicts arise due to task interdependence, ambiguity of roles, policies, rules….•Knowledge & understanding of conflicts is essential to resolve it.

Sources of conflicts:

1.Organizational change.2.Different sets of Values.3.Threat to status.4.Contrasting Perceptions5.Lack of Trust.6.Personality clashes.

1.Organizational changes

• People holding different views over the directions to go, the routes to take & the resources to be used & the profitable outcome.

• With the pace of technological, political & social changes increasing in the market place-organizational changes are evident.

2.Different sets of values

• People hold different sets of beliefs• They adhere to different value system• The philosophies may divulge• Ethical values may lead them into different

directions• The result is Conflict

3.Threat to status

• The social rank of a person in a group is important to an individual.

• Status & its maintenance is a driving force to maintain image.

• Conflicts arise between defensive persons & with whoever creates threat to status.

4.Constrating Perceptions• People perceive things differently• It is based on experience & expectations• Since perceptions are very real to them, they

feel that their perception must be equally apparent to others.

• They sometimes fail to realize that others may hold contrasting perceptions.

• Conflicts may arise unless employees learn to see thinks as others see them & help others to do the same.

5.Lack of Trust

• Every continuing relationship requires trust• It is the capacity to depend on each others

words & actions.• Trust opens up boundaries, provides

opportunities in which it acts & enriches the entire social behavior in organizations.

6.Personality Clashes

• The concept of individual differences is fundamental organizational behavior.

• Thinking, feelings, looks or acts are not alike.

• Some people rub the wrong way & it leads to clashes between individuals.

• Personality differences cause conflicts• Employees need to accept, respect &

learn to solve differences.

Levels of Conflicts

Intrapersonal Conflict:• Conflicts within individuals• Because of dual responsibility.• Competing roles are taken• Finance & HRM• Finance & Marketing

Interpersonal Conflict:

• Between two individuals• Effects a persons emotions• Need to protect self image• When self concept is threatened• Conflicts develop from failure perception• Conflicts arise due to ineffective

communication

Intergroup Conflict:

• Between two departments• To gain power• Different view points• Shortage of resources• Group loyalty

Perception of Conflicts

1.Constructive

2.Distructive

3.Paricipant intentions

1.Constructive perception

• It is at intergroup level• It is to solve critical problems• Sometimes unless issues open it cannot

be solved• Constructive perception about conflict is a

motivating force• It should be at moderate levels

2.Distructive Conflicts

• Are true at interpersonal levels• Outcome of such conflict does not benefit

either the individual or organization• Such conflicts cannot be understood nor

explored.• Are de-motivating in nature• Some times halts production

3.Participents intentions

• Conflicts outcome is the product of participants intentions

• E.g. Mr. “A” may actually seek to loose in a conflict with Mr. “B” with an perceived interest.

• Winning participant intentions is vice-versa where he does not comprise as his perception is to win.

Conflict Resolution Strategy

1.Avoiding Strategy2.Smoothing3.Forcing4.Compromising5.Confronting

1.AvoidingPhysical of mental withdrawalLow concern for either partiesLose-Lose situation

2. Smoothing:Accommodating the other parties interest Lose-win situation

3.Forcing:Using powerSkills, tacticsTo achieve, dominationAggressionWin-lose situation

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4.compromising:Search for middle groupWilling to give up somethingIn exchange for gainModerate degree of concernNo clear outcome

5. Confronting:Facing the conflict directlyMutual satisfactionProblem solvingWin-Win out come

Model of conflict outcome

3

WIN-LOSE

4

WIN-WIN

1.

LOSE-LOSE

2.

LOSE-WIN

Individual B out come

Indi

vidu

al

A o

ut c

ome WIN

WINLose

Lose

1.Causes for conflict*Organisational Changes*Different sets of values*Threat to status*Contrasting Perceptions*Lack of Trust*Personality clashes

2.Perception of conflict*Constructive*Destructive

3.Participants intentions

WinningLoosing

4.Resolution StrategiesAvoidingSmoothingForcingCompromisingConfronting

5.Conflict outcomesLose-LoseWin-WinWin-LoseLose-Win

Conflict Resolution Process

Assertive Behavior• Self confident, self assured, firm.

aggressive• Assertiveness is the process of expressing

feelings either good or bad• It is asking for legitimate changes• It is giving & receiving honest feedback• An assertive individual is not afraid to ask• Assertive v/s Affective behavior

Stroking:• People seek stoking un their interactions with

others• It is defined as an act of recognisation such as

physical, verbal, non-verbal with others.• Primary method of stroking is verbal.• Strokes may be positive or negative• Positive stroke make u feel good when received• Negative strokes hurts physical & emotions

Life Positions• Also known as interpersonal orientations• Every person exhibits 4 orientations• The philosophy remains in persons life

time unless some experiences occur & effects on behavior

• Although one orientation dominates the other, the other three also has their implications on ones life

I am ok

you are not ok

I am ok

your ok

I am not ok

You are not ok

I am not ok

You are ok

Attitude towards others

Atti

tude

tow

ards

sel

f

Positive

Positive

Negative

Negative

Life Positions

Transactional Analysis• Developed by Dr Eric Berne, 1950• TA is a social psychology to improve

communication• The theory outlines how we develop & treat

ourselves• It offers suggestions that enables us to change

& grow• Them-people can change, we have the right to

be in the world & be accepted.

Transactional Analysis-Ego Status

• Ego refers to how we are made up & how we relate to others.

• It is the way we think, feel & behaveEGO

Adult Ego Child EgoParent Ego

Parent Ego:

• It is a set of feelings, thinking & behavior• Copied from our parents & are significant

to others.• Develops as we grow• Caretakers• Most common in Joint families

Types of parent ego1.Neroushing Parent Ego:Love Affection

2.Commanding Parent Ego:DictatingDirecting

Adult Ego:• Deals with the thoughts of today• It is not influenced by our past• Spontaneous & is aware of the strengths• It sees people as they are• No assumptions

Child Ego:

• Behavior is like a child• Neglects work, responsibility• It is replayed from our past• E.g. When your boss calls you, you go late

an give some childish answers• Outcome of your learning of the past• Difficult to assess

Creating a Conflict-Positive

Organization

ConflictPositive

Value diversity and confront differences

Seek mutual benefits, and unite behind cooperative goals

Empower employees to feel confident and skillful

Take stock to reward success and learn from

mistakes

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