CONFLICT

Can Be Positive Or Negative

Positive Leads To Increase In

Productivity

Negative May Be Detrimental To The

Organization’s Existence
 STRATEGIES FOR RESOLVING
DESTRUCTIVE CONFLICT
Introduction

Conflict Usually Arises Due To:

 Difference In Human Needs

 Personality
 Social Structure
 Relationships
 Difference In Cultural Background
Conflict Needs To Be Resolved When:

 Causes Disruption In Organization

 Absorbs Time And Effort

 Focus Of Conflict Is On Internal Goals

Conflict May Be:

 Cognitive: Difference In
Perspective Or Judgment

 Affective: Emotional And Directed

At Other People
 CONFLICT HANDLING
MODES
high
a
s Competing Collaborating
s
e
r
t
i
v
e
n
e
s
Compromising
s
Low co-operativeness high
 Mode Level Of Level Of
Assertiveness Co-operation

Competing High Low

Collaborating High High

Avoiding Low Low

Accommodating Low High

Compromising Moderate Moderate

COMPETING:
DESIRE TO SATISFY ONE’S INTERESTS,
REGARDLESS OF IMPACT ON OTHER PARTY.

COLLABORATING:

SITUATION IN WHICH PARTIES TO A

CONFLICT EACH DESIRE TO SATISFY FULLY THE
CONCERNS OF ALL PARTIES.

AVOIDING:
DESIRE TO WITHDRAW FROM OR
SUPPRESS CONFLICT.
ACCOMODATING:
WILLINGNESS OF ONE PARTY IN CONFLICT TO
PLACE OPPONENT’S INTERESTS ABOVE HIS/HER
OWN.

COMPROMISING:
SITUATION IN WHICH EACH PARTY TO
CONFICT IS WILLING TO GIVE UP SOMETHING.
 STRATEGIES FOR CONFLICT
RESOLUTIONS

GIVEN BY FELDMAN AND ARNOLD

1. AVOIDANCE

2. DEFUSION

3. CONTAINMENT

4. CONFRONTATION
 CONCLUSION
 CONFLICT MANAGEMENT SKILLS ARE A KEY TO
MANAGEMENT SUCCESS.

 CAN BE EITHER CONSTRUCIVE OR DESTRUCTIVE

 LEVEL OF CONFLICT CAN BE EITHER TOO HIGH OR

TOO LOW. EITHER EXTREME HINDERS PERFORMANCE

 NO ONE CONFLICT RESOLUTION STRATEGY ALWAYS

WORKS BEST. IT HAS TO BE SELECTED DEPENDING
ON THE SITUATION.