Manajemen Konflik Dalam

Kepengurusan Di Pondok Pesantren

Baitul Qurro’ Jakarta Dalam Konteks
Budaya Organisasi

Mohammad Labib
20200530100001
 Introduction

Having recognized that conflict is an

important social concept, we can
thenlook into the special case of
organizational conflict. Conflict is
certainly one of the major organizational
phenomena. It is very essential to
understand the factors which might lead
to a conflict. An individual must consider
all the events which initiate a fight for an
effective conflict management.
https://www.managementstudyguide.com/conflict-management.htm
 How does conflict arise
in organizations?
Here we will examine two aspects of the conflict process.
First, several factors that have been found to contribute to
conflict will be identified. After this, a model of conflict
processes in organizations will be reviewed.

Why Organizations Have So Much

Conflict

A number of factors are known to facilitate organizational conflict

under certain circumstances. In summarizing the literature,
Robert Miles points to several specific examples.

https://opentextbc.ca/organizationalbehavioropenstax/chapter/causes-of-conflict-in-organizations/#ch14rfin-5
 CAUSE

-Task Interdependencies
-Status Inconsistencies
-Jurisdictional Ambiguities
-Communication Problems
-Dependence on Common Resource Pool
-Lack of Common Performance
Standards
-Individual Differences
Quran Surat Al-Hujurat Ayat 10

۟ ُ‫ُوا بَي َْن أَ َخ َو ْي ُك ْم ۚ َوٱتَّق‬

۟ ‫ون إ ْخ َوةٌ فَأَصْ لِح‬
َ ‫وا ٱهَّلل‬ ِ َ ُ‫إِنَّ َما ْٱل ُم ْؤ ِمن‬

َ ‫لَ َعلَّ ُك ْم تُرْ َح ُم‬

‫ون‬

Terjemah Arti: Orang-orang beriman itu

sesungguhnya bersaudara. Sebab itu
damaikanlah (perbaikilah hubungan) antara
kedua saudaramu itu dan takutlah terhadap
Allah, supaya kamu mendapat rahmat.
Al-Qur’an Surat Al-Anfal ayat 1

۟ ُ‫فَٱتَّق‬
َ ‫وا ٱهَّلل‬ ِ ‫ال ۖ قُ ِل ٱأْل َنفَا ُل هَّلِل ِ َوٱل َّرس‬
ۖ ‫ُول‬ ِ َ‫ َع ِن ٱأْل َنف‬4‫ونَ َك‬4ََُٔ‫يَسلْٔـ‬

َ ِ‫ُّم ْؤ ِمن‬
‫ين‬ ۟ ‫ات بَ ْي ِن ُك ْم ۖ َوأَ ِطيع‬
‫ُوا ٱهَّلل َ َو َرسُولَ ٓۥهُ إِن ُكنتُم‬ ۟ ‫َوأَصْ لِح‬
َ ‫ُوا َذ‬

Mereka menanyakan kepadamu tentang (pembagian)

harta rampasan perang. Katakanlah: “Harta rampasan
perang kepunyaan Allah dan Rasul, oleh sebab itu
bertakwalah kepada Allah dan perbaikilah perhubungan
di antara sesamamu; dan taatlah kepada Allah dan
Rasul-Nya jika kamu adalah orang-orang yang beriman”.
 A Model of the Conflict Process

Stage 1: Frustration. As we have seen, conflict situations

originate when an individual or group feels frustration in the
pursuit of important goals. This frustration may be caused by
a wide variety of factors, including disagreement over
performance goals, failure to get a promotion or pay raise, a
fight over scarce economic resources, new rules or policies,
and so forth. In fact, conflict can be traced to frustration over
almost anything a group or individual cares about.

https://opentextbc.ca/organizationalbehavioropenstax/chapter/causes-of-conflict-in-organizations/#ch14rfin-6
Stage 2: Conceptualization. In stage 2, the
conceptualization stage of the model, parties to the
conflict attempt to understand the nature of the
problem, what they themselves want as a resolution,
what they think their opponents want as a resolution,
and various strategies they feel each side may employ
in resolving the conflict. This stage is really the
problem-solving and strategy phase. For instance,
when management and union negotiate a labor
contract, both sides attempt to decide what is most
important and what can be bargained away in
exchange for these priority needs.
Stage 3: Behavior. The third stage in Thomas’s model is
actual behavior. As a result of the conceptualization
process, parties to a conflict attempt to implement their
resolution mode by competing or accommodating in the
hope of resolving problems. A major task here is
determining how best to proceed strategically. That is,
what tactics will the party use to attempt to resolve the
conflict? Thomas has identified five modes for conflict
resolution, as shown in (Figure). These are (1) competing,
(2) collaborating, (3) compromising, (4) avoiding, and (5)
accommodating. Also shown in the exhibit are situations
that seem most appropriate for each strategy.
 Five Modes of Resolving Conflict
Conflict-
Appropriate
Handling
Situations
Modes

-When quick, decisive action is vital—e.g.,

emergencies

-On important issues where unpopular actions

1.Competing need implementing—e.g., cost cutting, enforcing
unpopular rules, discipline

-On issues vital to company welfare when you

know you’re right

-Against people who take advantage of

noncompetitive behavior
 -When trying to find an integrative
solution

-When both sets of concerns are too

important to be compromised

-When your objective is to learn

2.Collaborating
-When merging insights from people
with different perspectives

-When gaining commitment by

incorporating concerns into a consensus

-When working through feelings that

have interfered with a relationship
 When goals are important but not worth
the effort or potential disruption of more
assertive modes

When opponents with equal power are

committed to mutually exclusive goals
3.Compromising

When attempting to achieve temporary

settlements to complex issues

When arriving at expedient solutions

under time pressure

As a backup when collaboration or

competition is unsuccessful
 When an issue is trivial, or when more important
issues are pressing

When you perceive no chance of satisfying your

concerns

When potential disruption outweighs the benefits

of resolution
4.Avoiding
When letting people cool down and regain
perspective

When gathering information supersedes

immediate decision

When others can resolve the conflict more

effectively

When issues seem tangential or symptomatic of

other issues
 When you find you are wrong—to allow a better
position to be heard, to learn, and to show your
reasonableness

When issues are more important to others than

yourself—to satisfy others and maintain
cooperation

When building social credits for later issues

5.Accommodating
When minimizing loss when you are outmatched
and losing

When harmony and stability are especially

important.

When allowing subordinates to develop by

learning from mistakes.
 Types of Conflict
Organizational Conflict can be classified in 4 ways:

-Intra-individual/Intra-personal Conflict. 3 types of

Intra-individual/Intra-personal Conflict are;Goal
conflict,Conflict from frustration, and Role conflict.
-Interpersonal conflict. Personal Differences,Lack of
Information,Role in Compatibility, and Environmental
Stress.
-Intra-group conflict. When an individual is pitted
against a group and is either unwilling or unable to
conform to group dynamics, he or she invariably leaves
the team due to intra-group conflict.
-Inter-group conflict. Competition for Resources.
Task Interdependence. Jurisdictional Ambiguity.
Status Struggles.
5 Stages Conflict Process are:

Potential Opposition or Incompatibility.

Cognition and Personalization.
Intentions.
Behavior.
Outcomes.
Conflict Process consists of five stages
that show how conflict begins, grows, and
unfolds among individuals or groups with
different goals, interests or values of the
organization.
 MANAGING INTRAGROUP
CONFLICT

The management of intragroup conflict

involves effectively channeling the energies,
expertise, and resources of the group toward
the formulation and/or attainment of group
goals. Specifically, this involves altering the
sources of conflict among the members of a
group so that affective conflict is
minimized,a moderate amount of substantive
conflict is attained and maintained, and the
group members are enabled to learn the
styles of handling intragroup conflict to deal
with various situations.
Glossary
Assertiveness
Can range from assertive to unassertive on one continuum.
Cooperativeness
The extent to which someone is interested in helping satisfy the
opponent’s concerns.
Frustration
May be caused by a wide variety of factors, including disagreement over
performance goals, failure to get a promotion or pay raise, a fight over
scarce economic resources, new rules or policies, and so forth.
Jurisdictional ambiguities
Situations where it is unclear exactly where responsibility for something
lies.
Status inconsistencies
Situations where some individuals have the opportunity to benefit
whereas other employees do not. Consider the effects this can have on
the nonmanagers’ view of organizational policies and fairness.
Task interdependencies
The greater the extent of task interdependence among individuals or
groups, the greater the likelihood of conflict if different expectations or
goals exist among entities, in part because the interdependence makes
avoiding the conflict more difficult.
 Management of Pesantren

The management of pesantren must be broadly

based on important elements, among others, the
pesantren mission which is in accordance with the
philosophy of Islamic education, the functional
organizational structure of pesantren, good
partnerships and services, pesantren planning and
development, HR management and supervision,
dynamics in implementing learning strategies,
curriculum strengthening practical, efficient
management of Learning Resources, management
and maintenance of pesantren facilities.
 Management Of Pesantren

Pesantren management is the management of

education to plan education programs and make
decisions in the form of concrete actions carried out
comprehensively to cover all pesantren needs,
vision, mission and goals of pesantren education.
Wherein there are regulations, rules and
agreements that should not be contrary to
regulations, rules, which are higher than the
pesantren
rules.
 Conclusion

Conflict may arise in any organization where two or more

parties (individuals or groups) hold differing
viewpoints.While the presence of conflict is not a problem
in and of itself, ignoring the conflict is a problem. The
imbalance triggered by conflict leads to eventual changes,
if it is managed adequately. A new sense of balance
usually occurs following a crisis. Conflict may be handled
differently according to its causes and type. There is
always more than one way of dealing with it. Facilitating
communication continues to be an essential interpersonal
skill for managers in dealing with conflict in the workplace.