A conflict is an Inevitable and Unavoidable part of our everyday professional and personal lives.

1. BANGLADESH UNIVERSITY OF PROFESSIONAL

2. Presentation On
Organizational
Conflict
SUBMITTED BY
Khaled Bin Arman_ID No. 1407081
SUBMISSION DATE
December 18, 2014SUBMITTED TO
Dr. Siraj Uddin Ahmed
Professor
Department of Business Administration (EvMBA)
Bangladesh University of Professional

3. “Conflict is simply difference of opinion”.
Conflict
 Oxford Dictionary:
A serious disagreement or argument, typically a protracted
one.

4. WHAT IS
CONFLICT ???
 A conflict is an Inevitable and Unavoidable part of our
everyday professional and personal lives.
A State of Disharmony between
incompatible or antithetical persons,
ideas, or interest; a clash.
Psychology A psychic struggle, often unconscious,
resulting from the opposition or simultaneous
functioning of mutually exclusive impulses, desires, or
tendencies.

5.  Expertise
View
 Wall & Callister, 1995, “process in which one party
perceives that its interests are being opposed or negatively
affected by another party".
Rahim, 1992, “the interactive process manifested in
incompatibility, disagreement, or dissonance within or
between social entities”.

6. Startling
Facts
 85% of U.S Employees experience conflict and spend 2.8
hours/week dealing with it.
 Significant loss of Organizational productivity & resources-
cost $359 billion in paid hours a year.
 31% of managers think they handle conflict effectively while
78% of employee disagree.
 27% of employee witnessed personal attacks.
 25% say avoiding it result un sickness/absences.
 75% of employee report positive outcomes from conflict that
would have not been realized without the conflict.
 95% of those who receive training say it is biggest drive for
success-but early 60% have never received training.

9. Causes of
conflict
Generally
 Personal Clashes/Egos
 Stress
 Excessive Workload
 Misunderstanding
 Generational Tension
 Inconsistency
 Competition for resources
 Cultural Difference
 Difference in
beliefs/values
Work Place
₪ Authority Issues
₪ Lack of cooperation
₪ Lack of reorganization
₪ Negative attitude
₪ Inner Conflict
₪ Professional Disrespect
₪ Inconsistency
₪ Passive/Aggressive behavior
₪ Ambiguous Words
₪ Confusion/Duplication with responsibility/Authority
₪ Low/Substandard Performance
₪ Ineffective supervision and management
₪ Differences over methods or style
₪ Value or goal differences

10. Affective Conflict/Relationship Conflict
Substantive Conflict/Task Conflict
Conflict of Interest/Clash of Interests
Conflict of Values

11. Type of Conflict Sources of Conflict Management Strategy
1. Intra individual Conflicting goals,
needs, motives
Role Definition
2. Interpersonal Disagreements
antagonism
IPC Skills,TA, Johari-
Window, Creative P
S, Assertive
Behaviour
3. Inter-group Power, Authority
Status
Participative Mgt.
Team Bldg.Training
4. Organizational Hierarchical Conflict
Functional conflict
Institutional Goal
setting
5. Client Hospital Quality of patient
care and
communication
Community Goal
Setting, Public
Relations
Types of Conflict
Model for diagnosis and management of conflict

12. Organizational Conflicts
Organizational Stressors:
I. Administrative Policies and Strategies
II. Organizational Structure and Design
III. Organizational Processes
IV. Working Conditions

13. I. Administrative Polices and Strategies
 Downsizing
 Competitive pressures
 Merit pay plans
 Rotating work shifts
 Bureaucratic rules
 Advanced technology

14. II. Organizational Structure and Design
 Centralization and formalization
 Line staff conflicts
 Specialization
 Role ambiguity and conflicts
 No opportunity for advancement
 Restrictive, untrusting culture

15. III. Organizational Processes
 Tight controls
 Only downward communication
 Little performance feedback
 Centralized decision making
 Lack of participation in decisions
 Punitive appraisal systems

16. IV.WorkingConditions
 Crowded work area
 Noise, heat or cold
 Polluted air
 Strong odor
 Unsafe dangerous conditions
 Poor lighting
 Physical or mental strain
 Toxic chemicals or radiations

17. Frustration
Need
Drive(defic
iency with
drive)
Barrier
1)Overt
2)Covert
Goal/incentive
(reduction of the
drives and
fulfillment of
deficiencies)
Frustration
Defense mechanisms
•Aggression
•Withdrawal
•Fixation
•Compromise

18. Conflict is constructive when it:
.
 Opens up issues of importance,
resulting in issue clarification.
 Helps build cohesiveness as
people learn more about each
other.
 Causes reassessment by
allowing for examination of
procedures or actions.
 Increases individual
involvement.
CONFLICT: CONSTRUCTIVE VS DESTRUCTIVE

19.  Diverts energy from more
important issues and tasks.
 Deepens differences in values.
 Polarizes groups so that
cooperation is reduced.
 Destroys the morale of people or
reinforces poor self-concepts.
Conflict is destructive when it:

20. Desirability of Conflict
 Conflict helps eliminate or reduce the likelihood
of groupthink.
 A moderate level of conflict across tasks within a
group resulted in increased group performance
while conflict among personalities resulted in
lower group performance (Peterson and Behfar,
2003)
CONFLICT: DESIRABILITY VS UNDESIRABILITY

21. UndesirabilityofConflict
₰ Conflicts can be hard to control once they have
begun.
₰ The trend is toward escalation and polarization.
₰ When conflict escalates to the point of being
out of control, it almost always yields negative
results.

22. Conflict Management
 Conflict management is defined as “the opportunity to
improve situations and strengthen relationships” (BCS, 2004).
–proactive conflict management
–collaborative conflict management
Means you need to develop several
styles and decide which is valuable at
any given point of conflict

23. Toward Conflict Management
 Blake and Mouton’s Conflict Grid
Source: Reproduced from Robert R. Blake and Jane Syngley Mouton. “The Fifth
Achievement.” Journal of Applied Behavioral Science 6(4), 1970..

24. Toward Conflict Management
 Blake and Mouton (1970) proposed a grid that shows various
conflict approaches.
 The 1,1 style is the hands-off approach, also called avoidance.
 The 1,9 position, also called accommodation, is excessively person-
oriented.
 The 5,5 position represents a willingness to compromise.
 The 9,1 is the bullheaded approach, also called competing.
 The optimum style for reducing conflict is the 9,9 approach, also
called collaboration.

25. 25
Conflict Management
Styles
 Forcing conflict style:
user attempts to resolve conflict by using aggressive behavior.
 Avoiding conflict style
user attempts to passively ignore the conflict rather than resolve it.
 Accommodating conflict style:
user attempts to resolve the conflict by passively giving in to the
other party.
 Compromising conflict style:
user attempts to resolve the conflict through assertive give-and-take
concessions.
 Collaborating conflict style:
user assertively attempts to jointly resolve the conflict with the best
solution agreeable to all parties.

26. SELF-AWARENESS
 SELF-AWARENESS INCLUDES A RECOGNITION OF OUR
PERSONALITY, OUR STRENGTHS AND WEAKNESSES, OUR
LIKES AND DISLIKES.
 A PREREQUISITE FOR EFFECTIVE COMMUNICATION
RELATIONS,AND MANAGING CONFLICT AS WELL AS FOR
DEVELOPING EMPATHY FOR OTHERS.

27. Reducing Conflict By
I. Lose-lose methods: Compromise
 Avoidance
 Withdraw, stay away
 Does not permanently reduce conflict
 Compromise
 Bargain, negotiate
 Each loses something valued
 Smoothing: find similarities
II. Win-lose methods: Dominance
 Dominance
 Overwhelm other party
 Overwhelms an avoidance orientation
 Authoritative command: decision by
person in authority
 Majority rule: voting
Win-win methods: Problem Solving
Problem solving: find root causes
Integration: meet interests and desires of
all parties
Super ordinate goal: desired by all but
not reachable alone

28. TipsforManagingWorkplace
Conflict
 Build good relationships before conflict occurs
 Do not let small problems escalate; deal with them as they arise
 Respect differences
 Listen to others’ perspectives on the conflict situation
 Acknowledge feelings before focussing on facts
 Focus on solving problems, not changing people
 If you can’t resolve the problem, turn to someone who can help
 Remember to adapt your style to the situation and persons involved

29. Steps for Resolution
When the following conditions are in place,
the likelihood of a positive resolution
increases:
 Commitment to find a resolution that is
mutually beneficial.
 Trust.
 Frame of mind that there is more than one
way to look at the issues.
 Belief that a solution exists.
 Commitment to stay in the communication
process.

30. Organizational Coping
Strategies
 Assess positive and negative
personality traits of people
involved
 Taking over control by the
seniors if conflicts are at
lower level management
 Confront whosoever is
involved directly
 Brainstorming sessions to be
conducted regularly

31. We madeWe made
it!it!
“THANK YOU”

32. THANK YOU
02/23/15