Conflict is a social phenomenon that occurs across species, time periods, and cultures

1. 1
CONFLICT MANAGEMENT
Conflict is a social phenomenon that occurs across species, time periods,
and cultures

2.  Introduction / Definition of Conflict?
 Why so much conflict?
 Sources of Conflict
 Conflict cost
 Conflict Management
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3. Introduction
 Conflict is inevitable among humans. When two
or more social entities (i.e., individuals, groups,
organizations, and nations) come in contact with
one another in attaining their objectives, their
relationships may become incompatible or
inconsistent. Relationships among such entities
may become inconsistent when two or more of
them desire a similar resource that is in short
supply; when they have partially exclusive
behavioral preferences regarding their joint
action; or when they have different attitudes,
values, beliefs, and skills
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4. Introduction
 “Conflict is the perception of differences of
interests among people” (Thompson, 1998).
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5. What is conflict
 conflict as a process that begins when an
individual or group perceives differences and
opposition between itself and another
individual or group about interests and
resources, beliefs, values, or practices that
matter to them
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6. Why conflict?
 This close connection between conflict and collaborative work
has become even stronger due to a variety of changes in the
world of work and organizations.
 First, conflicts are more likely to emerge because of the
increasing pressures to change, adapt, and innovate with
concomitant increases in workload, job insecurity, role
conflict, misunderstandings, and related grievances
 Second, due to globalization of economies and immigration
at an increasingly larger scale, organizations face an
exceedingly diverse workforce. Diversity may manifest itself
in many different forms, some being more readily visible than
others, and some being tied to task-relevant issues more than
others. One way or the other, however, diversity is associated
with conflict
 Third, the growing use of Internet and no collocated
interactions in which employees no longer work and
communicate face-to-face puts increasing demands on
communication processes and easily evokes
misunderstanding and irritation
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7. organizational Sources of
conflict
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Conflict
Limited
resources
Task
Interdependence
Organizational
structure
Goal
Incompatibility

8. Interpersonal Sources of conflict
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Conflict
Communication
Problems
Competitive
Reward
Systems
Personality
differences

9. Impact of conflict
 Although people often view conflict as
negative but its inevitable and healthy sign.
 While resolving conflicts members can learn
from others perspective
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10. Costs & Benefits of Conflict
 Costs of Conflict
 Negative emotions
and stress
 Diversion from goals
 Stereotyping
 Destroy team
cohesion
 Faulty decision
making
 Benefits of Conflict
 Discussion of
problems
 Basis for change
 New approaches
 Motivate people to
understand issues
better
 Increase in motivation
and loyalty

11. Conflict resolution
 Conflict resolution to teams vary, approaches may
depend upon their personalities, social relations
 Five approaches to conflict resolution
1. Avoidance; Ignore the issue that there is a problem,
members hope it will settle it self
2. Accommodation; Some team members may give up
their positions, but it costs team value of their
opinions and ideas
3. Confrontation; Acting aggressively and try to win
4. Compromise; Balance the goal of each participant
every one has to “give in’’ a little
5. Collaboration; when both sides have important
concerns, they have to search solution satisfy
everyone

12. Conflict resolution

13. Managing Conflict
 Teams can prepare for conflicts by creating an
environment that allows for dealing with
conflicts, mediators facilitators can help to
resolve conflicts.
 Teams often ignore or avoid to solve conflict that
allows it to grow, teams should take proactive
approach to conflict management by preparing
for conflicts
 The most important aspect of preparation for
conflict is to provide a safe environment to
communicate

14. Managing Conflict
 Facilitating conflicts, successful conflict
management requires developing trust among
participants, believe every one want a fair
solution; this requires a sense of trust that
conflict management rule will not damage their
relationship with team
 Psychological safety encourage them to address
the issue rather than to avoid it, mediator and
facilitator can be helpful to resolve the solution
and can control the communication, especially in
highly charged situation direct contact can lead
to threats.

15. Managing Conflict
 Negotiating conflicts; negotiation or bargaining
is the process by which two sides enggaged in
conflict exchange offers and counter offers
 The goal of managing team conflicts is to develop
integrative , a ‘’win win’’ agreement
 Team have to focus on areas of common interset
 Structure for negotiation
1. Separate people from the problem
 Deal with both but separately
 Diagnose cause of conflict
 Encourage both sides to understand their emotions

16. Managing Conflict
2. Focus on shared interest of all parties
 Focus issue not position
 Identify multiple interest of both sides
 How parties rank its goal
3. Develop many option that can be used to solve
the problem
 Look for areas of shared interest
 Practice reviewing the problem
 Bridging
 Enlarging the pie

17. Managing Conflict
4. Evaluate options using objective criteria
 Basis for decision
 Talk through
 Focus on solution
5. Try again
 Establish monitoring criteria agreements are kept
 Teams should try to manage conflicts in future on
same criteria

18. Managing Conflict