Organisational conflicts and resolution

Organisation conflicts and resolution
by: Dr. Renu Jain

1. ORGANIZATIONAL CONFLICTS AND RESOLUTION. conflict Created by – DR. RENU JAIN

2. Agenda Acknowledgement Organizational conflicts 1.Introduction 2.Defination Levels of conflict 1.Meaning 2.Levels Sources of conflict 1.Meaning 2.Sources Effects of conflicts 1.Meaning 2.Effects Resolution of conflicts Meaning Ways to resolve conflicts Conclusion

3. Organizational conflicts Organizational conflict, or workplace conflict, is a state of discord caused by the actual or perceived opposition of  needs, values and   interests  between people working together.  Conflict  takes many forms in  organizations. There is the inevitable clash between formal authority and power and those individuals and groups affected. There are disputes over how revenues should be divided, how the work should be done, and how long and hard people should work. There are jurisdictional disagreements among  individuals ,departments, and between unions and management. There are subtler forms of conflict involving rivalries, jealousies,  personality clashes, role definitions, and struggles for power and favour . There is also conflict within individuals – between competing needs  and demands – to which individuals respond in different ways . ]

4. Defination :- Newstorm and Davis refer to organizational conflicts as- “any situation in which two or more parties feel themselves in opposition. Conflict is an interpersonal process that arises f rom disagreements over the goals to attain or the methods to be used to accomplish these goals”

5. Levels of conflicts Conflict affecting organizations can occur in  individuals, between individuals, and between groups. Conflicts within work groups are often caused by struggles over control, status, and scarce resources. Conflicts between groups in organizations have similar origins. The constructive  resolution  of such conflicts can most often be achieved through a rational process of problem solving, coupled with a willingness to explore issues and alternatives and to listen to each other . There are three levels of conflicts:- Within an employee {intrapersonal conflict} Within individuals {interpersonal conflict} Across groups in organization {intergroup conflict}

6. INTRAPERSONAL CONFLICTS I ntrapersonal Conflict is the part of human life, at every points humans face intrapersonal conflicts within himself and wants. Conflict arises when any kind of decision needs to be taken, be it important of unimportant. Simple decisions like buying a car or complex decisions like marriage or money. Every time a decision should be taken and want weigh on us, based on how we take decision.  

7. INTERPERSONAL CONFLICTS Interpersonal conflict  occurs when a person or group of people frustrates or interferes with another person's efforts at achieving a goal. These types of conflicts create serious problems because they affect us emotionally and threaten our self-esteem and self-image.

8. INTERGROUP CONFLICTS The term for disagreement or confrontation  between two or more groups and their members. This may involve physical  violence,   interpersonal  discord and psychological  tension. Compare  intragroup conflict. INTERGROUP CONFLICT: "Intergroup conflict is seen in group members from 2 groups disagreeing."

9. SOURCES OF CONFLICT Sources of conflict generally means the causes of conflicts. Following are the causes of conflicts:-

10. 1.Organizational change:- Organizational change  is both the process in which an organization changes its structure, strategies, operational methods, technologies, or organizational culture to affect change within the organization and the effects of these changes on the organization. Organizational change can be continuous or occur for distinct periods of time . 2.Personality clashes:- Personality clash es occur when two (or more) people find themselves in conflict not over a particular issue or incident, but due to a fundamental incompatibility in their personalities, their approaches to things, their  style for life. A personality clash may occur in work-related, family-related, or social situations

11. 3.Different values:- People hold different sets of values and beliefs. They have different philosophies about what and how things should be done. Such differences may lead to conflicts. 4.Faulty communications:- Individuals often communicate in a way that angers or annoys others, even though it is not their intention to do so. Faulty communication involves a lack of clarity and is a potential source of conflict. 5.Distrust:- Distrust is a feeling of doubt about some person or thing. We  distrust people who aren't honest . It can occur due to lack of confidence.

12. EFFECTS OF CONFLICTS The term conflicts has a strong negative implication. However conflict is not always bad. It is like a “double-edged sword”. Depending on why conflict occurs and how it develops, conflicts may be beneficial as well as harmful .

13. ADVANTAGES DISADVANTAGES Brings problems in the open. Encourages consideration of new ideas. Motivates people. Leads to better decisions. Increases loyalty. Increases organizational commitment and job satisfaction. Affects communication and co-operation. Affects employee motivation and self-image. Builds stress. Managers turn authoritarian. Loyalty towards group and not the organization.

14. RESOLUTION OF CONFLICTS Conflict resolution , otherwise known as  reconciliation , is conceptualized as the methods and processes involved in facilitating the peaceful ending of  conflict  and  retribution. Often, committed group members attempt to resolve group conflicts by actively communicating information about their conflicting motives or ideologies to the rest of the group (e.g., intentions; reasons for holding certain beliefs), and by engaging in collective  negotiation.

15. WAYS TO RESOLVE CONFLICT:-

16. 1.Compromising:- This strategy aims at finding a middle ground. Often the person gives away something in exchange for something else. A person using this strategy has a moderate degree of concern for one’s own interests of others. There is no clear outcome when this strategy is used. 2.Forcing:- This is an aggressive and dominating strategy aimed at achieving one’s personal goals at expense of others. This conflicts resolution reflects a high concern with one’s own interests but low concern with the interests of others. 3.Avoiding:- In this strategy the participant has little concern for one’s outcomes as well as those of others. The individual physically and mentally withdraws from the conflict.

17. 4.Smoothing:- In this strategy the participant is more concerned with the others outcomes than one’s own outcomes . The participant does not mind giving the other side whatever they want . The participant deliberately seeks a solution that is beneficial to the other side even though it may not be in his best interest. 5.Confronting:- In this strategy the participant faces the conflict head-on and aims at a solution that is mutually satisfactory. The participant strives to find a solution that is acceptable to both the parties. This strategy seeks to maximize the outcomes for both the parties. This strategy is also known as problem solving or integrating.

18. Keys points to remember Be a model of calm and control. Don’t give in to emotional outbursts. Don’t assume people are being difficult intentionally. Find a quiet place to resolve conflict. Set some ground rules for discussion: No raising of voices. This is not a debate. Speak only for yourself. i.e The “I” phrases. Confront the issues, not the people. Maintain or enhance self-esteem.

19. THANK-YOU Any queries?