Conflict.pptx

conflict management

1. O R GANI Z A TIONAL CONFLICTS

2. CONCEPT OF CONFLICT Conflict is having different meanings to different persons. Some say conflict is a disagreement between individuals/groups or may be viewed as a perception of disagreement in the individuals. Thomas defined Conflict as “ C o nflic t i s a pro c es s that begins when one party perceives that another party has negatively affected, or is about to negatively affect ,something that the first party cares about.” As per Newstrom & Davis “ Conflict is any situation which two or more parties feel themselves in opposition .It is an interpersonal process that arises from disagreements over the goals or the methods to accomplish those goals.”

3. On the basis of the definition we can derive various features: Conflict arises because of incompatibility of two or more aspects of an element : it may be goals ,interests, methods of working or any other feature. Conflicts occur when an individual is not able to choose among the available courses of action. Conflict is a dynamic process as it indicates a series of events. If no one is aware of conflict ,it is generally agreed that conflict does not exist even though there may be incompatibility in some respect.

4. Stages of Conflict Episode LATENT CONFLICT PERCEIVED CONFLICT FELT CONFLICT MANIFEST CONFLICT CONFLICT AFTERMATH

5. 1.LATENT CONFLICT E ach c o n flic t b egins w ith l a t e n t(h i dden) conflict. I n this s t a g e the c o n f l ict ha s n o t t a k en a shape, therefore it is not noticeable. It may occur in subconscious mind.

6. 2.Perceived Conflict P arties t o the c o n flic t m a y pe r cei v e a b o u t in c omp a ti b ility of the pa s t hi s t o r y of c o n f l ict , th o ug h som e t i mes th i s pe r c e p tion m a y be wrong. This stage of conflict occurs due to misunderstanding of parties ,caused due to lack of communication.

7. 3.Felt Conflict At this stage parties to the conflict feel that they have some conflict among themselves. Felt conflict differs from perceived conflict . For example inconsistency in demands from the organization and individual needs may create internalization of conflict situation.

8. 4.Manifest Conflict This is the stage when two parties to the conflict show variety of conflict-ful behavior such as open aggression, withdrawal etc 5.Conflict Aftermath At this stage attempts are made to resolve the conflict through conflict resolution mechanism. If the conflict is resolved properly then a basis of cooperative behavior is established between the parties.

9. Issues involved in Conflict Facts: Conflict may occur because of disagreement Goals: Sometimes there may be disagreement over the goals which two parties want to achieve. Methods: Even if goals are perceived to be same there may be difference over the methods, procedures ,strategies. Values: There may be difference over the values- ethical standards, fairness justice etc.

10. Positive and Negative aspects of Conflict In general the opinion of common person about conflict is negative. The reason behind this is they have seen the conflicts between two groups in an organization. There are three approaches for looking at consequences of conflicts TRADITIONAL VIEW HUMAN RELATIONS VIEW INTERACTIONIST VIEW

11. TRADITIONAL VIEW HUMAN RELATIONS VIEW INTERACTIONIST VIEW Conflict in the Treats conflicts as a Beliefs that conflict is organization is taken natural phenomenon not only a positive force negatively. but also necessary for a group to perform effectively In the light of these divergent views about the consequences of conflicts ,we may arrive at some conclusions if we analyze the positive and negative aspects of conflicts.

12. Positive Aspect of Conflict Positive aspects of conflict is derived from Interactionist view. This view does not believe in static equilibrium in the organization. It is true also because an organization works in its environment which is dynamic and the organization has to build equilibrium in the light of environment changes . The positive aspects of conflicts are: Conflict provide opportunities to individual and groups to think again and take a more corrective view of the situation. These lead to innovation as conflicting situation always present threats to the working group .In order to overcome this individual and groups have to find out new ways of working. Conflict brings cohesiveness(Static) in the group Conflict provide challenging work environment Conflict can be used as a device to overcome many frustrations and tensions. People may express their frustration and tension by means of conflicts.

13. Ne g a ti v e a s pe c t o f c o n fli c t is ba s ed o n d y s func t ion a l c o n s equences in the organization. These consequences are mentioned as under: Conflict as a cost: Sometimes individuals raise some degree of conflict and competition among themselves and their subordinates for better management of organizational affairs. This may lead to the cost on the part of the organization. Conflict as a source of disequilibrium: When conflict occurs it effects the equilibrium of an organization. This Dysfunction consequences of a conflict may lead to High tension among employees Discontent Lack of trust Goal displacement Resignation Negative Aspect of Conflict

14. LEVELS OF CONFLICT For an effective management it is necessary to understand the conflict at all the levels namely: – Individual Level Conflict – Group Level Conflict – Organizational Level Conflict

15. Individual Level Conflict Group level Conflict Organization level Conflict Goal Conflict(GC): Approach-Approach Conflict Approach –Avoidance Conflict A v o i da n c e - A v o i da n c e Conflict Role Conflict(RC): Intra sender RC Inter sender RC Inter-Role RC Role-self RC Intra-group Conflict Inter-group Conflict: Goal Incompatibility Resource Sharing T ask R el a t i on s hip Absorption of Uncertainty Attitudinal Sets In t e r - o r g ani z a t i onal Conflict In t r a - o r g ani z a t i onal Conflict

16. The analysis of Individual level conflict starts at the individual level itself. Thus, an individual experiences two types of conflict in himself : goal conflict, role conflict. GOAL CONFLICT: Goal conflict occurs when two or more goal block each other. There can be three(3) alternatives of goal conflicts and they are: Approach-Approach Conflict Approach-Avoidance Conflict Avoidance-Avoidance Conflict Individual Level Conflict

17. Approach-Approach Conflict In this situation the individual is caught between trying to decide upon one or another of two attractive goals which are mutually exclusive. The problem comes when the desirability's are roughly equal . Approach-Approach Conflict can be analyzed in terms of Festinger’s theory of Cognitive Dissonance . “Dissonance” is a psychological state where an individual feel discomfort or conflict when he/she is faced with two or more alternatives to a decision.

18. In this situation, the individual has both Positive and Negative feelings about trying a goal because goal possesses both attractive and repulsive characteristics. For example: Managers engaged in long term planning and developed a goal plan .As the time gets nearer for the implementation of the plan ,the negative aspects of plan seem to appear much grater as compare to that at the beginning. Manager in such situation may reach the point where approach equals avoidance. The result is a great deal of internal conflict & stress. Approach-Avoidance Conflict

19. This is the position where the individual must choose between two mutually exclusive goals , each of which possesses unattractive qualities. Unless other alternatives are available such conflict has a tendency to stay unresolved. Avoidance-Avoidance Conflict

20. 2.ROLE CONFLICT(RC) It is known to all that an individual perform number of roles in the organization and his/her organizational role is most important for that individual. When expectations of role are materially different or opposite from behavior anticipated by in individual then he tends to be in role conflict. Role conflict is of four types : Intra -sender RC Inter -sender RC Inter-Role RC Role-self RC

21. Intra sender RC: Where the expectations from a single member of a role set may be incomplete . This happens when a person is called upon to perform a work within specified limit but it cannot be possible to do the work within that limit. Inter sender RC: The expectations sent from one sender are in conflict with those from one or more other senders. Inter-Role Conflict: When an individual occupies two or more roles simultaneously and the expectations associated with those different roles are incompatible . Role-Self RC : It occurs when role requirements violate the need, values or capacities of the person.

22. Conflict may occur at group level. A group constitutes two or more persons who interact in such a way that each person influences and is influenced by others . I n this i n t e r action p r oce s s the r e m a y b e t w o types of conflict Intra - group conflict( Within the group itself) Inter-group Conflict(Between the groups) Group Level Conflict

23. Intergroup conflict Intergroup conflict occurs between the groups. There are various factors responsible for Intergroup conflict and they are(5): Goal Incompatibility Resource Sharing: Two or more groups sharing from common resource pool. Task relationship: (group exceeds its authority) Staff departments influence in decision making process well in excess of the advisory roles assigned to them.

24. Absorption of uncertainty: Uncertainty is the gap between what is known and what needs to be known to make correct decisions . A rule set by the A/c department for travelling expenses to be incurred by Mkt deptt. And if the Mkt deptt finds the rules framed by A/c deptt. is inadequate then the conflict arises . Attitudinal Sets: The set of attitudes that a members of various groups hold towards each other.

25. Conflic t occu r s wi t h sam e g oal s or wi t h Inter-organizational Conflict: other organization perusing government agency. Intra-organizational Conflict: Conflict occurs within the organization.: “The boss wants more production, subordinates want more considerations. Customers want faster deliveries, peers request schedule delay. Consultants suggest change, subordinate resist change. The rule book provide formula ;the staff says it will not work.” Organization Level Conflict

26. CONFLICT RESOLUTION Whenever Conflict arise ,these have to be resolved by some specific actions known as Conflict Resolutions Actions. Some major action of conflict resolution take place in the following ways: Problem Solving Avoidance Smoothing Compromise Confrontation

27. 1. Problem Solving empha s i z es the a t t ain i n g of t h e It i s the mo s t posit i v e t ec h n i qu e b e c ause it common interests of both conflicting parties. Questions of who is right or wrong is usually bu t shari n g and c om m un i c a ting a r e i n o r d e r t o f i n d a r eas of c ommon avoided r equi r ed interest. Thi s t e chn i qu e i s app l i e d when c o n f l ict i s b ased on misunderstanding.

28. 2. Avoidance In this technique the parties in the conflict are suggested to withdraw or conceal the incompatibility. This method is more correctly conflicts rather than solving conflicts. f o r a v oiding the actual

29. 3.Smoo t hing It is a process of playing down differences that exist between individuals or groups while emphasizing common interests. Differences are suppressed and similarities are accentuate d or highlighted in smoothing process. This is also not a long term solution for the conflicts.

30. 4.Compromise It is a well accepted technique for resolving conflicts. There is neither a looser or a winner. In this method the external or third party intervention is entertained. A compromise achieve by third party intervention is called as mediation and without the intervention of the external parties is called as bargaining. This is an effective method to solve conflict between management and workers.

31. 5.Confrontation If the parties takes a rigid stand then the methods discussed above may not bring resolution of conflict between parties. I n suc h c ase the p art i es confrontation to settle a r e le f t to the c on f lict themselves. Th e partie s c oncerne d m a y s e t t l e their s c o r e by applying their strength against each other.

32. Outcomes of Conflict resolution Win-Win: Ideal for both the parties Lose-lose : Both parties feel cheated Lose-win and Win-lose : Only one party wins at the cost of other and conflict becomes zero-sum game. WIN-WIN WIN-LOSE LOSE-WIN LOSE-LOSE WIN P a r ty A ’ s o u t c om e s LOSE L OSE W IN Party B’s outcomes

33. Methodology of conflict resolution Managerial Grid Sensitivity Training Transactional Analysis Team building Interventions MBO

34. Grid Training Grid training is an outgrowth of the managerial grid approach to leadership (Blacke and Mouton, 1978). It is an instrumental approach to laboratory training. Sensitivity training is supplemented with administered instruments (Benny, Bradford Lippitt, 1964). sel f - and Th e anal y si s of t h e s e i n s trume n ts h e l p s i n g r oup development and in the learning of group members. Thi s t e c hn i qu e i s wid e ly use d a n d ha s p r o v ed effective.

35. Grid training for OD is completed in six phases. They are: Laboratory-seminar training, which aims at acquainting participants with concepts and material used in grid training; A team development phase, involving the coming together of members from the same department to chart out as to how they will attain a 9 x 9 position on the grid; Inter-group development aims at overall OD. During this phase, conflict situations between groups are identified and analyzed; 4. Organization goal setting i s ba s ed o n p a r t i c i p a t iv e ma n a g em e n t, whe r e part ic i pan t s c o n t r ib u t e t o a n d ag r ee u p o n i mpor t a n t g oal s f o r the organization; Goal attainment aims at achieving goals which were set during the phase organizational goal setting; and S t ab i li z at i o n i n v o lv es the e v alu a t i o n o f the o v e r all p r og r am and mak i ng suggestions for changes if appropriate. of

36. Sensitivity training Thi s h a s ma n y a pp l i ca tio n s a n d is s till use d w i de l y , e v e n though new techniques have emerged (Lewin, 1981). Sensitivit y t r aining ( Ben n y , B r ad f o r d a n d L i ppi t t , 19 6 4 ) basically aims at: Growth in effective membership; Developing ability to learn; Stimulating to give help; and Developing insights to be sensitive to group processes. These process variables - in a systems sense - interact and are interdependent.

37. Team building Team building has been considered the most popular OD technique in recent years, so much so that it has replaced sensitivity training. It aims at improving overall performance, tends to be more task-oriented, and can be used with family groups (members from the same unit) as well as special groups (such as task forces, committees and inter-departmental groups).

38. There are five major elements involved in team building (French and Bell, 1978): Problem solving, decision making, role clarification and goal setting for accomplishing the assigned tasks. B u il d i n g a nd m ai n t a i n i n g e f f e c t i v e i n t e r - pe r s o nal relationships. Un d e rs t an d i n g and m anagi n g g r oup p r o c esse s and culture. R ole ana l y sis t e c h n i q ues f o r r o le cla r if ic a t i on and definition. Role negotiation techniques.

39. Transactional Analysis widely use d by Transactional analysis is mana g e me n t p r acti t ione r s to a nal y z es g r oup dynamics and inter-personal communications. I t deal s with a spec t s o f ide n tit y , m a tu r a t i on, insight and awareness (Berne, 1964).

40. As a tool for OD, it attempts to help people understand their egos - both their own and those of others - to allow them to interact in a more meaningful manner with one another (Huse, 1975). It attempts to identify people’s dominant ego states and help people understand and analyze their transactions with others . It is quite effective if applied in the early stage of the diagnostic phase . Transactional Analysis

41. Negotiation & Conflict Resolution Often, negotiations occur in the process of conflict resolution. Negotiations are viewed as a process in which two or more parties attempt to reach acceptable agreement in a situation characterised by some level of disagreement. Negotiations include a combination of compromise, collaboration and possibly some coercion on vital issues.

42. Effective Negotiation-Guidelines Consider the other party’s situation and viewpoint Have a plan and concrete strategy Begin with a positive overture Address problems, not personalities Pay little attention to initial offers Emphasise win-win solutions Create a climate of trust Have open mind Insist on using objective criteria Adapt to cultural differences