Conflict Resolution

Presented by:
Alexandra Cristobal
Ma. Isabelle Santos
Lavie Mae Ramos-Torrico
 Topics:
• Defining of Conflict
• Phases of Conflict
• Causes of Conflict in the workplace
• Types of Conflict in the workplace
• Role of HR in managing conflicts
• Importance of managing conflicts in the workplace
• Ways to managing conflicts
• Managing Emotions & Resolving Disputes
• Approaches to resolving disputes
⚬ Mediation and arbitration
⚬ Negotiation and reaching agreements
 Defining Conflict
• Conflict is defined as a clash between individuals arising out of a difference in
thought process, attitudes, understanding, interests, requirements and even
sometimes perceptions.

• A conflict results in heated arguments, physical abuses and definitely loss of peace
and harmony. A conflict can actually change relationships.

• Conflict arises whenever individuals have different values, opinions, needs,

interests and are unable to find a middle way.
Organizational Conflict
• Organizational conflict is an internal misunderstanding or disagreement that
can occur between colleagues or leaders.

• These kinds of disagreements can lead to a lack of cohesion and

collaboration in the workplace.

• When employees don't get along with each other or disagree, it can make it
challenging to get everyone aligned with the company's goals.
Phases of Conflict
In 1967, professor and author Louis • Latent Stage
R. Pondy developed a process model
of conflict which is very useful in • Perceived Stage
understanding how conflict starts
and what stages it goes through. • Felt Stage
Pondy identifies five stages in what
he calls a "conflict episode". • Manifest

• Aftermath
Phases of Conflict
LATENT CONFLICT
• At this stage, there is no direct conflict, but there is a possibility of conflict due to a set of latent factors, the
most important of which are:

• Competition for scarce resources: Competition among participants within an organization over available
resources is the basis for conflict when their demands exceed available resources.

• Independence: The desire for independence and autonomy form the basis of conflict between participants when
one of them tries to control the others.

• Subunit objectives variation: When two or more parties within the organization must cooperate with each other,
and they cannot achieve consensus among themselves, conflict arises as a result of the difference in set
aspirations and goals, besides how to achieve them.
Phases of Conflict
PERCEIVED CONFLICT
• This stage includes a cognitive orientation in the context of the evolution of the conflict. Here, the
participants realize the conflict situation itself. At this stage, the conflict is in one of two forms:

• The conflict exists without the conditions of the latent conflict: In this case, the conflict is a result of the
parties' misunderstanding of each other's true position, which can be resolved through improving
communication between them.

• The conflict is the result of an latent conflict: In this case, the parties are not aware of the conflict's
existence, i.e. the latent conflict fails to reach their level of awareness. That poses a strong threat to the
organization's activity, because it is linked to the central value of the participants' personality.A situation
like this is managed by following the mechanism of suppression, or the mechanism of concentration of
attention.
Phases of Conflict
FELT CONFLICT
• In this stage, the parties feel the conflict, which differs from the awareness of the conflict
in the previous stage.

• Because this means that the conflict is influencing the emotion of the parties, which is
reflected through the expression of anger and tension, and the conflict takes a personal
character among the participants.

• As a result, cooperation among the participants decreases, and what began as a small
problem escalates into a massive conflict.
Phases of Conflict
MANIFEST CONFLICT
• Here the conflict takes a form of a conflictual behavior. It materializes through physical
and verbal violence, something that is strictly prohibited by the rules within the
organization.

• Therefore, and in order for the participants to avoid the negative effects of such behavior
on them personally, the features of the conflict appear at this stage through certain tactics
such as indifference, strict adherence to the rules that govern the organization.

• And to be a conflictual behavior, one participant should be engaged knowingly to

frustrate or block other's goals; and such behavior must be perceived by both disputants
as conflicted.
Phases of Conflict
CONFLICT AFTERMATH
• This stage expresses the effects that result from the conflict. Each of the previous
episodes constitutes one of the chain of conflict between the participants in the
organization.

• If it is resolved early in a way that satisfies all parties, this will be a basis for cooperation
relations between the participants in the future, and will allow the conflict in its latent
stage to be discovered and dealt with before its development.

• But if the conflict is suppressed without resolving it, this will be the basis for conflicts
exploding in a more dangerous way for the organization.This legacy from the conflict
circle is called "conflict aftermath".
Causes of Conflict
• Although conflict is often viewed negatively, it can lead to enlightenment if solutions are reached.

• The first logical steps in resolving conflict are to identify the problem and then identify what caused the
conflict.

• Art Bell (2002) suggests six reasons for conflict in the workplace: conflicting needs, conflicting styles,
conflicting perceptions, conflicting goals, conflicting pressures, and conflicting roles.

• Brett Hart (2009) discusses two additional causes of conflict: different personal values and unpredictable
policies. This brings the potential reasons for conflict to eight.
Causes of Conflict
• CONFLICTING NEEDS
⚬ Whenever workers compete for scarce resources, recognition, and power
in the company's pecking order, conflict can occur.

⚬ Because everyone requires a share of the resources (office space,

supplies, the boss's time, or funding) to complete their jobs (Hart 2009), it
should come as no surprise when a less satisfied employee submits a
complaint (Bell 2002).
Causes of Conflict
• CONFLICTING STYLES
⚬ Because individuals are individuals, they differ in the way they approach people and problems.

⚬ Associates need to understand their own style and learn how to accept conflicting styles.

⚬ EXAMPLE: where one worker works best in a very structured environment while another worker
works best in an unstructured environment. These two workers could easily drive each other crazy if
they constantly work in conflict with one another and do not learn to accept one another's workstyle.
Causes of Conflict
• CONFLICTING PERCEPTIONS
⚬ Bell (2002) gives an example of what might happen if a new administrative assistant were hired in the
organization. One associate might see the new hire as an advantage (one more set of hands to get the
job done), while another associate might see the same new hire as an insult (a clear message that the
current associates are not performing adequately).

⚬ Memos, performance reviews, company rumors, hallway comments, and client feedback are sources
for conflicting perceptions.

⚬ What was meant gets lost in a firestorm of responses to perceived wrongs (Bell 2002).

⚬ Resentment and conflict can also occur when one department is viewed as more valuable to the
organization than others (Hart 2009).
Causes of Conflict
• CONFLICTING GOALS
⚬ Hart (2009) offers another example. Imagine a bank teller's dilemma in a situation where
he is being given conflicting responsibilities by two of his managers.

⚬ The head teller has instructed the staff that rapid service is the top priority, whereas the
community relations director has instructed the staff that quality customer service is the
top priority.

⚬ One can imagine how quickly problems could arise between the teller and the head teller
if speed is sacrificed for quality time with the customer.
Causes of Conflict
• CONFLICTING PRESSURES
⚬ Conflicting pressures can occur when two or more associates or departments are responsible for
separate actions with the same deadline.

⚬ For example, Manager A needs Associate A to complete a report by 3:00 P.M., which is the same
deadline that Associate B needs Associate A to have a machine fixed.

⚬ In addition, Manager B (who does not know the machine is broken) now wants Associate B to use
the broken machine before 3:00 P.M.

⚬ What is the best solution? The extent to which we depend on each other to complete our work can
contribute greatly to conflict (Hart 2009).
Causes of Conflict
• CONFLICTING ROLES
⚬ Conflicting roles can occur when an associate is asked to perform a function that is
outside his or her job requirements or expertise or another associate is assigned to
perform the same job.

⚬ This situation can contribute to power struggles for territory.

⚬ This causes intentional or unintentional aggressive or passive-aggressive (sabotage)

behavior.

⚬ Everyone has experienced situations where associates have wielded their power in
inappropriate ways.
Causes of Conflict
• DIFFERENT PERSONAL VALUES
⚬ Conflict can be caused by differing personal values. Segregation in the
workplace leads to gossiping, suspicion, and ultimately, conflict (Hart
2009).

⚬ Associates need to learn to accept diversity in the workplace and to work

as a team.
Causes of Conflict
• UNPREDICTABLE POLICIES
⚬ Whenever company policies are changed, inconsistently applied, or non-existent,
misunderstandings are likely to occur.

⚬ Associates need to know and understand company rules and policies; they should not
have to guess.

⚬ Otherwise, unpredictable things can occur such as associates dressing inappropriately or

giving out wrong information.

⚬ The absence of clear policies or policies that are constantly changing can create an
environment of uncertainty and conflict (Hart 2009).
Types of Conflict
Task Conflict
• This often involves concrete issues related to employees’ work assignments and can
include disputes about how to divide up resources, differences of opinion on procedures
and policies, managing expectations at work, and judgments and interpretation of facts.

• Task conflict often turns out to have deeper roots and more complexity that it appears to
have at first glance.

• Example: coworkers who are arguing about which one of them should go to an out-of-town
conference may have a deeper conflict based on a sense of rivalry.
Types of Conflict
Relationship Conflict
• This arises from differences in personality, style, matters of taste, and even conflict styles.
In organizations, people who would not ordinarily meet in real life are often thrown
together and must try to get along.

• Example: Suppose you’ve felt a long-simmering tension with a colleague, whether over
work assignments, personality differences, or some other issue. Before turning to a
manager, you might invite the colleague out to lunch and try to get to know him or her
better. Discovering things you have in common—whether a tie to the same city, children
the same age, or shared concerns about problems in your organization—may help bring
you together.
Types of Conflict
Value Conflict
• The last of our three types of conflict, value conflict, can arise from fundamental
differences in identities and values, which can include differences in politics, religion,
ethics, norms, and other deeply held beliefs.

• Although discussion of politics and religion is often taboo in organizations, disputes about
values can arise in the context of work decisions and policies, such as whether to
implement an affirmative action program or whether to take on a client with ties to a
corrupt government.
The role of HR in Conflict Resolution

Human Resource Management is essential for the proper functioning

of any business that employs large numbers of people. Even though it
is hard to overestimate the importance of HR within the organization,
most people don’t even understand what the role of the HR is and
how important these specialists are when it comes to conflict
resolution in the workplace.
The role of HR in Conflict Resolution
Manage the Differences
• Whenever a tension between people occurs, the HR management needs to
apply conflict resolution skills to help people understand that the
differences between them do not hinder the work process but enrich the
team and give it more strength.

• Different people with different mindsets can come up with crazy ideas that
can ultimately benefit everyone in the company and produce some positive
changes.
The role of HR in Conflict Resolution
Locate the Tension Points
• A smart HR manager always keeps an eye on the team to prevent
conflicts before they even happen. This requires a deep understanding
of human relationships as well as attention to the details.

• The HR manager must always read between the lines of this specific
conflict essay and see where the points of tension emerge between the
employees.
The role of HR in Conflict Resolution
Create a Healthy Environment
• The basic recommendation is that HR has to create an atmosphere of trust in which
people feel safe to discuss their problems and free to communicate with each other
the way they feel most comfortable.

• A healthy environment can also be achieved by adding some value to the time people
spend at the office. Give them some entertainment, a comfortable kitchen, some
opportunities for fun and relaxation, and the people would feel so much more
comfortable doing their job.

• When people are comfortable, they are less likely to engage in conflicts, so it is
always a smart move to increase their general job satisfaction.
The role of HR in Conflict Resolution
Deal With Conflicts
• Dealing with conflicts is the hardest part, but every HR has to be aware of the
relevant conflict resolution techniques to deal with any situation that might arise.

• Each situation has its own unique nuances that can make it difficult to apply a
particular technique for the office conflict resolution, but a smart HR manager can
apply the combination of techniques and experience to address the situation in the
most efficient manner.

• Each HR has to develop a set of skills and knowledge to effectively deal with the
conflicts, and all of that comes with experience and practice.
 Importance of Managing Conflicts in the Workplace
Conflict resolution is the process of ending dispute and reaching an agreement that satisfies all
parties involved, it is not designed to avoid disagreements but to facilitate discussions,
increase understanding and control emotional responses

Builds Relationship Goal Achievement

• Conflict resolution allows for • Conflict resolution facilitates

constructive change to occur, goal achievement by working
when people discuss their through conflicts initiates
differences and work through progress towards accomplishing
them together, the stage is set goals.
for positive change to occur
 Importance of Managing Conflicts in the Workplace
Conflict resolution is the process of ending dispute and reaching an agreement that satisfies all
parties involved, it is not designed to avoid disagreements but to facilitate discussions,
increase understanding and control emotional responses

Enhances Commitment Generates Insights

• it enhances the commitment between
conflict partners. Working through the
conflict with others unites the conflict
partners as they face problems and
deal with challenges together. It gets
those involved in the conflict thinking
in terms of “us” versus “me”.
• when people share their own unique
opinions and ideas, they offer others
an opportunity to look at situations in
different ways. This enables everyone
to consider other perspectives and
practice being open minded and
flexible.
 WAYS TO MANAGE CONFLICT

Change the Structure Change the Composition of Create a Common

the Team Opposing Force

When structure is a In instances in which Group conflict within

cause of conflict is attributed to an organization can
dysfunctional the widely different be mitigated by
conflict, structural styles, values, and
focusing attention on
change can be the preferences of a small
a common enemy
solution to number of members,
resolving the such as the
replacing some of these
conflict competition
members may resolve
the problem.
 WAYS TO MANAGE CONFLICT

Consider Majority Rule Problem Solve

Sometimes a group conflict Problem solving is a

can be resolved through common approach to
majority rule. That is, group resolving conflict. In
members take a vote, and problem-solving mode, the
the idea with the most votes
individuals or groups in
is the one that gets
conflict are asked to focus
implemented. The majority
on the problem, not on
rule approach can work if the
each other, and to uncover
participants feel that the
the root cause of the
procedure is fair.
problem
Competing, the first Thomas-Kilmann conflict mode
is assertive and non-cooperative. It is a power-
oriented mode—one uses whatever power dynamic
seems appropriate to get a favorable outcome for
oneself. This means that we use ‘competing’ as a
conflict resolution strategy when we resort to being
assertive - it strictly means standing up for your
individual beliefs and simply trying to win.
This mode may be more appropriate when we need
speedy resolution and we are a higher position of
power. It is also imperative to use this mode when we
have to take tough calls.
In the Thomas-Kilmann model, avoiding is both
unassertive and uncooperative. The individual wants
to neither address their own problems nor the
problems of others. This ultimately means that they do
not want to engage in the conflict at all

The avoiding mode reflects passivity in conflict

management
Collaborating, the most beneficial outcome in the
Thomas-Kilmann conflict model. is both assertive and
cooperative.

Collaborating includes a voluntary effort to work

alongside the opposition to find a perfect solution that
wholly addresses the collective problem. Collaborating
involves deep-diving into an issue to locate the critical
demands of the concerned individuals or parties.
Collaborating between two or more people might take
the form of a quest to understand the ‘why’ of the
disagreement. It involves striving to look for creative
answers to interpersonal issues and enriching yourself
from the other person’s insights.
the Accommodating mode is both accepting and
cooperative.

Accommodating typically involves selfless

understanding, generosity, or charity. At times, would
require you to follow the other person’s orders when
you would not like to do so, or submit to the other’s
perspective or decisions.

The Thomas and Kilmann Conflict Model positions this

mode as high in cooperativenes and low in
assertiveness. We sacrifice our own stance to make
the other party happy.
The last outcome in the Thomas-Kilmann conflict
model falls on the average point on both the
assertiveness and cooperativeness scales. The goal
here is to find a mutually acceptable and robust
solution that, in some ways, satisfies both the
individuals. It comes midway between competing and
accommodating.

In certain situations, compromising might involve

seeking middle-ground solutions, providing
concessions, or looking for a quick solution that
provides some way forward from the impasse.
 Understanding Emotions in Conflict
• Emotions play a significant role in shaping people's perceptions, attitudes, and behaviors in
conflict situations. It can also either hinder or facilitate conflict resolution efforts depending
on how they are managed.

• It plays a significant role in conflict resolution. When individuals feel frustrated, angry, or
threatened, they can become defensive or aggressive, which can escalate the
conflict. Understanding emotions in conflict involves identifying the emotions involved,
understanding how they are being expressed, and recognizing how they are impacting the
situation.

• Most leaders focus on how employees think and behave—but feelings matter just as much.
 The role of emotions in conflict
What triggers strong emotion and eventually leads to conflict?

• When parties perceive that they have incompatible goals or that others are interfering with
their desires and pursuits.

• Often the desires in question are a matter of wanting to be taken seriously, treated with
respect and to have one's identity affirmed— once they have felt threatened on this aspect,
this leads to conflict.

• People who feel "unfairly attacked, misunderstood, wronged, or righteously indignant" are
typically overcome with emotion and respond with hostility and aggression.

• If they remain unacknowledged and are not dealt with, hurt feelings and shame tend to give
rise to anger, aggression and conflict escalation.
 Why is it important to understand and
manage emotions?
• When we understand our emotions, we can identify the root causes of our feelings and
address them in a healthy way. It helps us make better decisions.

• Emotions can sometimes cloud our judgment, leading us to make impulsive or irrational
decisions. By understanding our emotions, we can learn to make decisions that align with our
values and goals.

• When we manage our emotions effectively, we are better equipped to communicate our
needs and boundaries to others. This can help build stronger and more meaningful
relationships.
 Techniques for Managing Emotions
The best thing you can do to combat negative moral emotions and their repercussions is
understand how to deal with emotions.

1. Self-Awareness – Employees become more conscious of how their emotions and behavior
impact their work and their colleagues which helps them better manage their emotions,
respond more effectively to challenging situation and avoid conflict.

2. Self-Regulation – Employees learn to control their emotional responses and avoid

overreacting or getting caught up in negative emotions. This helps them maintain a calm and
balanced state of mind, even in challenging situations.

o Techniques for improving: Meditation, Positive Self Talk & Breathing Exercises
 Techniques for Managing Emotions
The best thing you can do to combat negative moral emotions and their repercussions is
understand how to deal with emotions.

3. Empathy – Employees can better understand the perspectives and emotions of their
colleagues which can help them communicate more effectively, resolve conflicts and build
stronger relationships.

4. Communication – Employees can clarify expectations, share feedback and address concerns
in a constructive and respectful manner. This prevents misunderstandings, reduce conflict and
foster a positive and collaborative work environment.

o Techniques for improving: Avoid "I" Statements, Active Listening, Avoiding blame
& accusations, Assertiveness
 Approaches to Resolving Conflicts
There are different approaches to resolving disputes, depending on the situation and the parties
involved.

Some common approaches include collaboration, compromise, and competition.

o Collaboration involves finding a win-win solution that meets the needs of both parties.

o Compromise involves finding a middle ground where both parties give something up.

o Competition involves one party winning and the other losing.

 Approaches to Resolving Conflicts
Mediation and arbitration are alternative dispute resolution techniques that can help parties
resolve conflicts outside of the court system.

o Mediation involves a neutral third party helping the parties communicate and reach a
mutually acceptable agreement.

o Arbitration involves a neutral third party making a binding decision on the conflict.
 Mediation
Mediation is a voluntary process in which an impartial mediator helps parties in a dispute to
communicate and negotiate a mutually acceptable agreement. The mediator facilitates
negotiation but does not make decisions or force the parties to agree.

When to use: When you and the other person are unable to negotiate a resolution to your dispute
by yourselves, you may seek the assistance of a mediator who will help you and the other party
explore ways of resolving your differences.

Mediation can be used in most conflicts, and agreements can be creative and tailored to specific
needs. Private mediation is available for a fee, and mediators qualified under certain acts meet
statutory standards of training and experience. If no agreement is reached, the parties still have
their legal rights and can pursue other options.
 Arbitration
• It involves a neutral third party making a binding decision on the conflict.

• The process is typically out of court, and the arbitrator listens to both sides and conducts a
hearing. The decision may be binding if agreed upon beforehand, and it can be enforced like
a court judgment.

• Arbitration is commonly used in labor disputes and in contracts with arbitration clauses.
Attorneys or professional associations offer arbitration services, and fees are usually charged.
Some courts offer nonbinding arbitration with specific procedural rules.
 Negotiation
• Negotiation is a process of communication and decision-making that aims to find a mutually
acceptable solution to a conflict.

• It involves multiple parties who aim to reach a mutually agreeable outcome. One party
presents their position, while the other can accept, counteroffer, or end the negotiation.

• The length of negotiations varies depending on the complexity of the situation, ranging from
minutes to months or even years for major trade deals between governments.
 Principles of Negotiation
1. The first principle of win-win negotiation is to separate the people from the problem and
focus on the issue at hand, rather than personalizing it or letting the parties become a
problem.

2. To achieve a win-win negotiation, focus on the interests, goals, and reasons of each party
rather than taking a firm position, which can lead to unwise agreements.

3. Create multiple options for mutual gain in a conflict by brainstorming a range of possible
solutions that satisfy each party's interests and needs.

4. The last principle of win-win negotiation is to insist on using objective criteria that identify
the interests of both parties and measure the value of suggested options. It's important for
parties to agree on the criteria to avoid further disputes.
 Reaching Agreements
• Reaching agreements at the workplace through conflict resolution involves identifying the
issue or dispute, listening to all perspectives, and working together to find a solution that
works for everyone.

• This can involve communication, compromise, and collaboration. Conflict resolution can
help to maintain positive relationships, prevent future conflict, and improve workplace
productivity.

• It is important to have a clear process in place for conflict resolution and to involve all parties
in the decision-making process.
 References
DEFINITION OF CONFLICT
• https://www.managementstudyguide.com/understanding-conflict.htm
• https://www.indeed.com/career-advice/career-development/organizational-conflict
PHASES OF CONFLICT
• https://online.csp.edu/resources/article/phases-of-organizational-conflict/
• https://thebusinessprofessor.com/en_US/management-leadership-organizational-behavior/pondys-model-of-organizational-conflict-explained

CAUSES OF CONFLICT
• Why There’s So Much Conflict at Work and What You Can Do to Fix It | Liz Kislik | TEDxBaylorSchool
• https://edis.ifas.ufl.edu/publication/HR024

TYPES OF CONFLICT
• 5 Types of Conflict in the Workplace and How To Handle Them
• https://www.pon.harvard.edu/daily/conflict-resolution/types-conflict/#:~:text=In%20particular%2C%20three%20types%20of,from%20targeted%20co
nflict%2Dresolution%20tactics
.

THE ROLE OF EMPLOYEE RELATIONS IN CONFLICT MANAGEMENT

• https://gethppy.com/employee-engagement/the-role-of-hr-in-researching-avoiding-resolving-conflicts-at-work
• https://www.forbes.com/sites/forbeshumanresourcescouncil/2018/04/10/14-ways-hr-professionals-can-solve-workplace-conflict-efficiently/?sh=3346d
0511250
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