CONFLICT RESOLUTION

CONTENTS• What is conflict?• Sources of conflict• Symptoms of conflict• Conflict Levels• Stages of conflict• Conflict thoughts• Conflict Resolution Styles• How to arrive at win-win outcomes?

WHAT IS CONFLICT?• Conflict begins when one party perceives that another party has

negatively affected, or is about to negatively affect something that the first party cares about.

• It can also mean a psychological state of mind when people are in a dilemma whether to do or not do a thing that the first party cares about.

• In an organization, conflicts may arise due to• Incompatibility of goals• Differences over interpretation of facts• Differences based on behavioral expectations

SOURCES OF CONFLICT• Competition for limited resources• Frustration• Introduction of change• Clashes between values and interest• Cultural influences• Misinformation and assumptions• Expectations• Role and status issues

SYMPTOMS OF CONFLICTS• Tensions• No desire to communicate• Work not done properly• Disastrous meetings• Anger occurs quickly and easily• Falling productivity• Slipping morale

• Escalating Costs• Slamming doors• Shouting• Disagreements become more

pronounced• Absenteeism• Accidents

CONFLICT LEVELS

Conflict Levels

Organizational

Inter - Organizational

Intra - Organizational

Group

Inter-Group Intra - Group

Individual

Interpersonal Intra - Personal

Organizational Group

INTRAPERSONAL CONFLICT• It refers to actual or perceived pressures from incompatible goals or

expectations. Interpersonal conflict is within yourself.Approach- Approach Conflict – This conflict arises when one has to choose between two positive goals Ex. When you have job offers from two equally prestigious firms Avoidance-Avoidance ConflictWhen you must choose between two negative outcomes. Ex. An employee must choose between unemployment or a salary cutApproach-Avoidance ConflictSuch conflicts arise when the same goal or situation have a positive and negative aspect. Ex. You are offered a promotion. How exciting! The new position comes with a $10,000 raise and a new title. However, you also learn that you will be required to work an additional ten hours per week and travel out of town one weekend per month

INTERPERSONAL CONFLICT

• It occurs between two or more individuals who are in opposition to one another.

• It can occur between co-workers, siblings, spouses, roommates and neighbors

• Ex. One person feels that another person is taking the credit for their hard work

INTER- GROUP CONFLICT• It takes place when a misunderstanding arises among different teams

within an organization. • For instance, the sales department of an organization can come in conflict

with the customer support department. This is due to the varied sets of goals and interests of these different groups.

• In addition, competition also contributes for intergroup conflict to arise. • Some of these factors may include a rivalry in resources or the

boundaries set by a group to others which establishes their own identity as a team.

INTRA-GROUP CONFLICT• It  is a type of conflict that happens among individuals within a team. The

incompatibilities and misunderstandings among these individuals lead to an intragroup conflict.

• It is arises from interpersonal disagreements (e.g. team members have different personalities which may lead to tension) or differences in views and ideas (e.g. in a presentation, members of the team might find the notions presented by the one presiding to be erroneous due to their differences in opinion).

• Within a team, conflict can be helpful in coming up with decisions which will eventually allow them to reach their objectives as a team.

• However, if the degree of conflict disrupts harmony among the members, then some serious guidance from a different party will be needed for it to be settled.

INTRA-ORGANIZATIONAL CONFLICT

Functional or Constructive Conflict

• Surfaces important problems so that they can be addressed

• Improves the quality of organizational decisions

• Causes reconsideration of decisions

• Increases information available for decision making

• Provides opportunity for creativity

Dysfunctional or Destructive Conflict

• Diverts energies• Harms group cohesion• Promotes interpersonal hostilities• Creates overall negative

environment for the workers

INTER-ORGANIZATIONAL CONFLICT

• Occurs in the competition and rivalry that characterize firms operating in the same markets

• Occurs between unions and organizations employing their members• Occurs between government regulatory agencies and organizations

subject to their surveillance• Occurs between organizations and suppliers of raw materials.

STAGES OF CONFLICTSDiscomfort –Nothing is said yet however things don’t feel right. It may be difficult to identify what the problem is.

Incidents – Short, sharp exchanges occur without any lasting internal reaction.

Misunderstandings-Here motives and facts are often confused or misperceived

Tension-Here relationships are weighed down my negative attitudes and fixed opinions

CrisisBehavior is affected, normal functioning becomes difficult, extreme gestures are contemplated or executed

CONFLICT THOUGHTS

Traditional ViewThe belief views all conflict to be harmful and must be avoided

This is harmful because• It results in poor communication• There is lack of openness• It leads to failure to respond to

employee needs

Interactionist ViewThe belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively

Resolution Focused HR viewThe belief that conflict is a natural and inevitable out come in any groupFocuses more on productive conflict resolutionEncouraging limited levels of conflictFinding methods of resolving conflicts productively in order to decrease the disruptive influence

CONFLICT RESOLUTION STYLES

WHAT INFLUENCES THE CONFLICT RESOLUTION STYLE

Directing Cooperating

Avoiding Harmonizing

High focus on own agenda

Low focus on own agenda

I win / You lose approach

Low focus on relationships High focus on relationships

I lose/ you win approach

I lose/You lose approach

I win/You win approach

• There are 5 conflict resolution styles that vary in degrees of assertiveness and cooperation

Cooperation – Extent to which an individual tries to satisfy and consider the other individuals needsAssertiveness – Extent to which the individual attempts to satisfy their own concerns.

Competitive Collaborative Compromising

Accommodating Avoiding

COMPETITIVE• This approach is assertive and uncooperative• It is a power oriented style• Such people generally operate from a position of power such as position

or persuasion ability• Best used when swift action is required, in case of an emergency or when

the decision is undesirable.• However it can leave people alienated when used in less important

situations

COLLABORATIVE• It is both assertive and cooperative• You try to meet the need of all people involved• You cooperate effectively and acknowledge that everyone is important• Best used to get a variety of viewpoints to get the best solutions or when

the situation is too important for a trade off

COMPROMISING• Is an intermediate in assertiveness and cooperation• You find a solution that will to some extent, satisfy everyone.• Everyone is expected to give up and relinquish something• Best used when 2 opponents with equal power are committed to mutually

exclusive goal.

ACCOMMODATING• It is the opposite of competing- it is unassertive and cooperative• It meets the needs of others at the expense of your own needs• Conflict is perceived as a social and emotional issue which can be

resolved through support and understanding• Best used when maintaining harmony and avoiding conflict is more

important• Best used when you want to help your employees develop by allowing

them to try out and learn from their mistakes

AVOIDING• It is unassertive and uncooperative• It attempts to avoid the conflict entirely• Best used when the conflict is not al all important• It helps to reduce tension and get back to productive levels and regain

harmony and composure

HOW TO ARRIVE AT WIN-WIN OUTCOMES?

• Understand that you cannot have all the answers• Ask questions to understand the other person• Be prepared to compromise or make a deal• Listen actively• Empathize – Try to put yourself in their shoes and acknowledge their

feelings. Try to see their point of view• Gain participation from everyone involved in the conflict• State the reason to work on a solution• Deal with the emotional issues first and then address the values and

interests