CONFLICT &

CONFLICT MANAGEMENT

Let us never negotiate

out of fear.
But let us never fear to
negotiate!
John F Kennedy

PRESENTED BY:

PRESENTED BY:
ANMOL RAUF
NAYAB NAEEM
SHAHEENA HAFEEZ
ZOBIA IFTEKHAIR

Conflict
A situation when one party perceives that another
party has negatively affected by something that
the first party cares about.
OR
A serious disagreement or argument, typically a
protracted one.

Views on conflict
Traditional view:
The early approach to conflict assumed that all
conflict was bad. Conflict was viewed negatively,
and it was used synonymously with such terms
as violence, destruction.

Contd
Human Relations view:
The human relations position argued that
conflict was a natural occurrence in all groups
and
organizations.
Since
conflict
was
inevitable(which cannot be avoided) it is
accepted and there are even times when conflict
may benefit a groups performance.

Contd
Interactionist View( Modern View):
This view is based on the belief that conflict is not
only a positive force in a group but is also
necessary for a group to perform effectively.
This approach encourages group leaders to
maintain an ongoing minimum level of conflict
enough to keep the group viable, self-critical and
creative.

Types of conflict
Functional
Support the goals of the group and improves its
performance
Dysfunctional
conflict that hinders group performance.
The functional conflicts can be differentiated from
the dysfunctional conflicts on the basis of the
following three attributes

Dysfunctional Conflict Attributes

(i) Task Conflict: Related to content and goals of
the work.
(ii)Relationship Conflict: Focuses on
interpersonal relationships.
(iii)Process Conflict: Process conflict relates to
how the work gets done.

Relation between Organizational

Performance and Conflict

Positive Aspects of Conflict

Increased involvement
Increased cohesion
Innovation and creativity
Personal growth and change
Clarification of key issues
Organizational vibrancy
Individual and group identities

Negative Aspects of Conflict

Unresolved anger
Personality clashes
Less self-esteem
Inefficiency
Diversion of energy from work
Psychological well being threatened
Group cohesion disrupted
Negative climate

Intra & Inter individual Conflict

Intra Individual Conflict:
These conflicts arise within a person and are of
psychological nature. These conflicts are generally
related to the goals a person wants to achieve or
roles in the manner he wants to achieve.
Inter individual Conflict:
Inter personal conflict arise between two individuals
having competition for achieving scarce things, such
as status, power, position, promotion or resources.

Intra Group Conflict (With in the group)

Intra group conflict refers to disputes among
some or all of a groups members, which often
affect the groups performance. Family run
business can be especially prone to severe intragroup and other types of conflicts.

Inter Group Conflict (Between groups)

Inter group conflict arises out of the interaction
of various groups. Inter group conflict is also
called organizational conflict, refers to the
conflict between groups, departments, or
sections in an organization. Conflict between
groups is frequent and highly visible.

Conflict Management
The term conflict refers to perceived
incompatibilities resulting typically from some
form of interference or opposition.
Conflict management, then, is the employment
of strategies to correct these perceived
differences in a positive manner.

Importance of Conflict Management

Facilitates employees to concentrate on their work.
Strengthens bonds amongst employees
Helps finding a middle way an alternative to any
problem and successful implementation of any
idea.
Motivates employees to strive hard to live up to the
expectations and contribute to the organization in
the best possible way.
Prevention is better than cure

How to deal with a Conflict

There is no one best way to deal with conflict. It depends
on the current situation. Here are the major ways that
people use to deal with conflict.
Avoid it
Pretend it is not there or ignore it.
Use it when it simply is not worth the effort toargue.
Accommodate it
Sometimes to the extent that you compromise yourself.
Use this approach very sparingly and infrequently, for
example, in situations when you know that you will have
another more useful approach in the very near future.

Contd
Competing
Work to get your way, rather than clarifying and addressing the issue.
Competitors love accommodators. Use when you have a very strong
conviction about your position.
Compromising
Mutual give-and-take.
Use when the goal is to get past the issue and move on.
Collaborating
Focus on working together.
Use when the goal is to meet as many current needs as possible by using
mutual resources. This approach sometimes raises new mutual needs.

Conflicts Resolving

Key points to keep in mind

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 in to resolve
conflicts....privately

Conclusion
The better able team members are to engage,
speak, listen, hear, interpret, and respond
constructively, the more likely their teams are to
leverage conflict rather than be levelled by it
Increased understanding
Increased group cohesion
Improved self-knowledge