CONFILCT AND CONFLICT

RESOLUTION

PRESENTED BY
MUKUNA HARRISON
• Introduction to Conflict
• Definition of Conflict
• Nature of Conflict
• Views on Conflict
• Types of Conflict
• Aspects of Conflict
• Relationship b/w org. performance and conflict
• Postivie and Negative Conflict
• Process of Conflict
• Levels of Conflict
• Conflict Resolution in Groups and different
problem solving strategies.
 Introduction

• The concept of conflict , being an outcome of

behaviors, is an integral part of human life.
Where ever there is interaction, there is
conflict.
• Conflict can be considered as an expression of
hostility(unfriendliness or opposition),
negative attitudes, antagonism, aggression,
rivalry and misunderstanding.
 Definition of
Conflict
• According to Follett, “ Conflict is the appearance of
difference , difference of opinions, of interests.”
• According to Louis R. Pondy, ‘Conflict’ is:
(i) Antecedent conditions, for example: Scarcity of
resources, policy differences among individuals, etc.,
(ii)Effective states of the individuals involved, for
example: stress, tension, hostility, anxiety, etc.,
(iii)Cognitive states of individuals, i.e., their perception
of awareness of conflict situations.
(iv)Changed behavior ranging from passive resistance
to overt aggression.
• It is a process that begins when one party
perceives that another party has negatively
affected, or is about to negatively affect
something that the first party cares about.

• Conflict is a psychological state of mind when

people are in a dilemma whether to do or
not to do a thing, is a state of conflict.
 Nature of Conflict
• Conflict occurs when individuals are not able to
choose among the available alternative courses
of action.
• Conflict between two individuals implies that
they have conflicting perception, values and
goals.
• Conflict is a dynamic process as it indicates a
series of events.
• Conflict must be perceived by the parties to it.
If no one is aware of a conflict, then it is
generally agree that no conflict exists.
Who do we come into conflict
with?
 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.
• 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
group’s performance.
• 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.
 Views on conflict
Traditional View
1.Conflict is avoidable.
2.Conflict is caused by
management error in designing
organizations or by trouble
makers.
1.Conflict disrupts the
organization and prevents
optimal performance.
1.The task of the management
is to eliminate conflict.
1.Optimal organizational
performance the removal of
conflict.
Current View
1.Conflict is inevitable.
2.Conflict arises from many
causes, including organizational
structure, unavoidable differences
in goals, differences in
perceptions and values
of specialized personnel and so on.
3.Conflict contributes and detracts
from organizational performance
in varying degrees.
4.The task of the management is to
manage the level of conflict and
its resolution
for optimal organizational
performance.
5.Optimal organizational
performance requires
Requires a moderate level of
conflict.
 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:
(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.
 Aspects of Conflict
Functional Aspects:
Aspects:
• Stimulant for change
• Creativity and Innovation
• Group Cohesion
• Avoidance of Tension
• Identification of
Weakness
•Challenge
Dysfunctional
• Resignation of Personnel
• Tensions
• Dissatisfaction Creation
• of Distrust Goal
• Displacement
• Weakening of
Organization
Relation between
Organisational Performance
and Conflict
 Positives and Negatives of Conflict
Positive Negative
• Increased involvement  Unresolved anger
• Increased cohesion  Personality clashes
• Innovation and creativity  Less self-esteem
 Personal growth and change  Inefficiency
 Clarification of key issues  Diversion of energy from work
 Organizational vibrancy  Psychological well being
 Individual and group identities threatened
 Wastage of resources
 Negative climate
 Group cohesion disrupted.
 Process of
Conflict
Latent Conflict

Perceived Conflict

Felt Conflict

Manifest Conflict

Functional Dysfunctional
Conflict Conflict
• Latent Conflict (Stage 1): When two or more parties need
each other to achieve desired objectives, there is potential
for conflict. Latent Conflict often arises when change occurs.
Conflict is likely to be caused by a budget cutback, a change in
organizational direction, a change in personal goals or the
assignment of a new project to an already overloaded team.
• Perceived Conflict (Stage 2): This is the stage at which
members become aware of a problem. Incompatibility of
needs is perceived and tension begins as the parties being to
worry about what will happen. But no party feels that it is
being overly threatened.
• Felt Conflict (Stage 3): At this stage parties become
emotionally involved and begin to focus on differences of
opinion and opposing interests. Internal tensions and
frustration being to crystallize, and people begin to build and
emotional commitment to their position.
• Manifest Conflict (Stage 4): At this stage parties
engage in actions that help to achieve their own
objectives and ruin those of others. Conflict
behaviors vary from the subtle, indirect and
highly controlled forms of interface to direct,
aggressive, violent and uncontrolled struggle. At
the organisational level strikes or lock-outs are
the result.
• Conflict Outcome (Stage 5): The conflict finally
results in an outcome which may be functional or
dysfunctional. If handled well, the result is
functional conflict. If mishandled, the
consequences are dysfunctional conflict.
 Levels of
Conflict

Individual level Group level Organisational level

Conflict Conflict Conflict

Intra Inter Inter Intra

Individual Individual Organizational Organizational
Conflict Conflict conflict Conflict

Inter Intra
Group Group
Conflict 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 group’s members,
which often affect the group’s performance.
Family run business can be especially prone to severe intra-
group and other types of conflicts. These conflicts typically
become more intense when an owner-founder approaches
retirement, actually retires or dies. The way the two sons of
the late Dhirubhai Ambani are fighting on ownership and
control of Reliance Industries is a typical example.
• Inter group Conflicts (Between groups): Inter group
conflict arises out of the interaction of various groups.
Inter group conflict is also called organisational
conflict, refers to the conflict between groups,
departments, or sections in an organisation. Conflict
between groups is frequent and highly visible.

• Intra Organisational Conflict: The conflict which arises

with in various levels and departments of
organisation. Various kinds are:
I. Horizontal Conflict
II. Vertical Conflict
III.Line and Staff Conflict
• Inter Organisational Conflict: Inter organizational
interaction results in conflict among different
organizations. How ever, it is not necessary that
such interaction may result in conflict.
• Inter Organizational Conflict may include:
i. Conflict between organizations pursuing similar
objectives.
ii. Conflict between government agency and
organization.
iii.Conflict between head office and a manufacturing
unit.
While the last one is regularized by organizational
rules and procedures, the other types of conflicts
are regulated by State laws, administrative agencies,
courts, and regulatory commissions.
 Conflict Resolution in
Groups
• Resolving Intra-Group Conflict : Conflict with in
a family can be resolved if the members
recognize and respect roles of family members.
All the members need to realise that dived they
stand, united they fall. Probably a family friend
may intervene to resolve the dispute if the
members fail to resolve the conflict themselves.
This is what happened in Bajaj family. Sharad
Pawar mediated to bring about a truce(An
agreement between enemies or opponents to
stop fighting or arguing for a certain time) in the
troubled family.
• Resolving Inter-Group Conflict: The
approaches that are available for resolving
inter-group conflict are as follows.
a. Problem-Solving
b.Avoidance
c. Smoothen
d.Compromise
e.Expansion of Resources
f. Organization Redesign
g. Superordinate goals
• Problem-solving: Problem-solving is considered to be the
most effective approach available as it emphasizes the
attainment of the common interests of both conflicting
parties. In Problem-solving strategy, attempts are made to
find a solution that integrates the needs of both parties. The
two parties work together both to define the problem and
to identify mutually satisfactory solutions.

• Organization Redesign: Changing organizational structure is

another approach for resolving conflict, particularly when
the sources of conflict come from the coordination of work
among different departments or divisions. One way of
redesigning organizations is to reduce task interdependence
between groups and give each group clear responsibilities.
Another way is to transfer or exchange of members of
conflicting groups. An appeal system may also be developed
to eliminate the arbitrary use of power.
• Superordinate Goals: Appealing to superordinate goals is another
way of resolving conflict. The superordinate goal is a common
goal of both conflicting parties and combined efforts of both
parties will be needed to realize the goal. For example: Survival
of the organization can be a superordinate goal. Creating an
awareness
that the organization’s survival will be jeopardized [Put(someone or
something) into a situation in which there is a danger of loss,
harm, or failure.] if conflicting groups do not work in union and
can have a salutary(Producing good effects) effect on disputing
parties.

• Expansion of Resources: To the extent that scarce resources

cause conflict, removing their scarcity will help resolve conflict. If
upgradation of one’s position has caused ripples elsewhere,
some more jobs might be similarly upgraded. If increased budget
allocation to one department has caused heart burn to the
• Smoothen: The process of playing down the
differences between individuals or groups and
highlighting their common interests is called
smoothening. Finding and emphasizing similarities
between conflicting parties, while playing down
differences, can eventually lead the parties to
realize that the two are not as far apart as was
first believed. With shared viewpoints on some
issue, the ability to work towards a smoothen can
help reduce the intensity of the conflict and avoid
an escalation of open hostility. However,
smoothen is recommended as a stop gap measure
to let people cool down and regain perspective.
 Key points to
• remember
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
Set some ground rules for the discussion:
• No raising of voices
• This is not a debate
• Speak only for yourself..."I" phrases
• Confront the issues, not the people
• Maintain or enhance self-esteem