CONFLICT

Chapter 3

Conflict
Conflict exists wherever and
whenever there is an incompatibility of
cognitions or emotions within or
between individuals.
Conflict may be real or perceived.
In interpersonal interaction, perception
is more important than reality.
What we perceive affects our behavior,
attitude and communication

Causes of Conflict

Misunderstanding- when individuals do not

hear what is being said.
Personality clashes- when individuals do not
value people just like me.
Competition for resources- when employees
believe they are better off competing for
resources rather than cooperating.
Authority issues- when employees lack
confidence in their leaders or perceive overuse
of authority.

Causes of Conflict

Lack of cooperation- when one person does

not share information with the whole group.
Differences over style- when agreement
does not exist on standard ways of
completing a task.
Low performance- when individuals are not
working to their potential.
Value or goal differences- when individuals
value different outcomes or objectives.

Sociological Schools of
Thought on Conflict
Traditionalist View
Conflict is bad and should be avoided.
This approach to conflict fosters both
avoidance and competitive behaviour in
interaction.
Causes anxiety about negotiation and
fosters avoidant negotiating styles.

Sociological Schools of
Thought on Conflict
Human Relations School of Thought
Conflict is natural and is sometimes
functional and sometimes dysfunctional.
Conflict can be a mechanism through
which views and opinions are made
known and through which an opportunity
for creativity and persuasion is born.
Encourages maintaining an open mind.

Sociological Schools of
Thought on Conflict
Interactionist View
Conflict is inevitable and maintaining and
managing a certain degree of it can be
helpful.
Conflict should be embraced.
Conflict is a positive force except when it is
misdiagnosed, improperly avoided or
mismanaged.
One key is the correct diagnosis; the other is
appropriate strategy and action.

Constructive and Destructive

Conflict
Constructive conflict refers to
conflict in which the benefits exceed
the costs; it generates productive,
mutually beneficial, shared decisions.
Individuals come together to redefine
or strengthen their relationship for the
greater good of the parties involved.
E.g. Contest among employees for
valuable suggestions.

Constructive and Destructive

Conflict
A general negative, avoidant, or
competitive approach or attitude can
create destructive conflict. Individuals
involved become less flexible and assume
that the opposing party must suffer
defeat. Involved parties succumb to
personal attacks, threats and a general
tone of hostility.
E.g. conflict between two different
department managers.

Consequences of Letting
Conflict Fester

Employees not involved in the conflict

either pile on or withdraw from the
conflict.

This requires employees to take sides or

check out from work entirely.
Morale and productivity is lowered because
employees are focused on the conflict.
Employees who work in teams are now
divided because of the conflict.

Consequences of Letting
Conflict Fester

In extreme instances, unresolved conflict

can lead to violent or aggressive
situations.

Potential for employees to become injured.

The company may have legal risks
associated with violent situations in the
workplace.
Work will slow dramatically or can halt
altogether.

Managing, Resolving, and

Avoiding Conflict Through
Negotiation

Managing is using conflict for constructive

purposes.
It is appropriate when you wish to create
constructive results such as creativity,
high productivity and less groupthink.
Groupthink is a situation where
individuals become so concerned for the
feelings of members that differences of
opinion are not voiced.

Managing, Resolving, and

Avoiding Conflict Through

Negotiation
Resolving conflict is getting rid of it.

This is the best course of action when

behaviors are destructive, conflict is
destructive or unwanted results come
from the conflict.
Resolution enables the system to
function effectively.

Managing, Resolving, and

Avoiding Conflict Through

Negotiation
Avoiding is doing nothing- at the moment.

If emotions are high and tempers are hot

and not sure about the appropriate course
of action, avoidance is the best choice.
If the conflict is constructive, letting it
function may be a sound strategy.
If the time for intervention is wrong,
temporarily avoiding may be a sound
strategy.

We must all learn to live together as

brothers or we will perish together as fools.
We are tied together in the single garment
of destiny, caught in an inescapable
network of mutuality. And whatever affects
one directly affects all indirectly. For some
strategic reason, I can never be what I
ought to be until you are what you ought to
be.
--Martin Luther King, Jr.

The End