This document discusses managing team and organizational conflict. It begins by defining team conflict and discussing its nature. It then provides a six-step procedure for dealing with conflict in teams that involves listening, understanding other perspectives, showing concern for relationships, finding common ground, generating new solutions, and reaching agreements. It also discusses types of team conflicts, sources of conflict, and effective ways to deal with team conflict. For organizational conflict, it covers types, causes, positive and negative outcomes, and effects on performance. Finally, it discusses conflict resolution, resolution of organizational conflict, and benefits of proper conflict management.

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Managing team and
organizational conflict

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Prepared for:
Prof. Dr. Zahurul Alam
Advisor
Department of Business Administration
Leading University, Sylhet

3. Md. Abdur Rob Rejvee
1611017019
Mahmudul Hasan
1611017014
Masum Hussain
1611017021
Sharmila Dash Simi
1431015008
Husne Ara Begum Helen
1201010541

4. What is Team conflict ?
 Team conflict is common in the workplace where it
may hinder productivity and the achievement of team
goals. If management of conflict is not effective, it can
totally disrupt the entire group process but
successfully-managed conflict may benefit the group.

5. Nature of Conflict
• Conflict arises out of mutually exclusive goals
• Conflict is different from Competition

6. Six-step procedure for dealing with conflict in teams
Conflict is a normal part of working in teams, because it brings creativity and helps
avoid group think. However, too much conflict can stop teams for doing their work
and certain procedures should be followed to get back on track. Guffey, Rhodes and
Rogin have come up with a six-step process for dealing with conflict in teams:
• Listen: In order for everyone to understand the problem.
• Understand the other's point of view: Listening makes understanding the other's
position easier. Show this by asking questions.
• Show a concern for the relationship: Focus on the problem, not the person. Show
that his or her needs are cared for and an overall willingness to resolve the conflict.
• Look for common ground: Identify both sides' interest and see what you have in
common.
• Invent new problem-solving options: Brainstorm on new ways to solve the conflict
and be sure to be open to new suggestions.
• Reach an agreement on what's fair: Find a middle ground of what's fair and
choose the best options after weighing the possible solutions.

7. Types of team conflicts
“Team conflicts” have three common symptoms:
 Team members persist in arguing the same points.
 When the team reaches impasse, talks gets
personal. Accusations may be spoken out loud, and
members may speculate privately about one
another’s motives.
 Once negative attributions take hold, emotions
flare and progress halts.

8. Sources of Conflict

9. Ways to deal with team conflict effectively
1. Acknowledge the Conflict
2. Stop and Cool Off
3. Clarify Positions
4. List facts and assumptions
5. Break into smaller groups
6. Reconvene the groups
7. Celebrate the resolution as a team

10. Organizational conflict
It is a state of discord caused by the perceived
opposition of needs, values and interests between
people working together. Conflict takes many forms
in organizations. There is the inevitable clash between
formal authority and power and those individuals and
groups affected.

11. Types of organizational conflict
Personal conflict
A personal conflict involves a conflict between two people, most
often from a mutual dislike or personality clash.
Intragroup conflict
Conflict arises in groups because of the scarcity of freedom, position,
and resources. People who value independence tend to resist the
need for interdependence and, to some extent, conformity within
a group. People who seek power therefore struggle with others
for position or status within the group.
Intergroup conflict
Intergroup conflict occurs in four general forms. Horizontal strain
involves competition between functions, for example, sales versus
production, research and development versus engineering,
purchasing versus legal, line versus staff, and so on.

12. Positive outcomes
• In a different view, organizational conflict represents an opportunity
for productive change. The use of effective communication lies at the
heart of this view.
• The simple act of acknowledging and seeking solutions to
organizational conflicts can defuse them and draw employees into a
stronger relationship with the business.
• It can also encourage an adaptable organization that copes efficiently
with the rapid changes faced by modern businesses.

13. Negative outcomes
• Conflicts cause stress, which reduces worker
satisfaction.
• This diminished satisfaction can lead to
increases in absenteeism and turnover.
• Conflict can also diminish trust in supervisors
and fellow employees, which can slow or stop
progress on projects.

14. The Effect of Conflict on Organization Performance

15. Causes for Conflicts
Managerial Expectations
• It is the job of an employee to meet the expectations of his
manager, but if those expectations are misunderstood, conflict can
arise.
Breakdown in Communication
• If a department requires information from another department in
order to do its job, and the second department does not respond
to the request for information, a conflict can arise.
Misunderstanding the Information
• One person may misunderstand information, and that can trigger a
series of conflicts. In order to deal with this kind of situation, it is
best to have the person admit her misunderstanding and work
with the affected parties to remedy the situation.

16. Causes for Conflicts
Lack of Accountability
• If something has gone wrong, and no one is willing to take
responsibility for the problem, this lack of accountability can start to
permeate throughout the entire company until the issue is resolved.
Role conflict
• Behavioral scientists sometimes describe an organization as a system
of position roles. Each member of the organization belongs to a role
set, which is an association of individuals who share interdependent
tasks and thus perform formally defined roles.
Office romance
• Office romances can be a cause of workplace conflict. Accusations of
favoritism may occur, especially if it is a supervisor-subordinate
relationship. If the relationship goes awry, one party may seek to
exact revenge on the other.

17. Ways to handle Conflicts
Conflict is inevitable in any organization. Conflict can arise from
a variety of sources, and between supervisors and
subordinates, between co-workers, and between employees
and customers.
Positive Perspective
• Accept conflict as a natural growth process and influence your
company culture to view constructive conflict positively.
Grievance Procedure
• Create a formal grievance procedure for all employees.
• Let employees at all levels of your organization know that
their voices will always be heard, and respond promptly and
reasonably to employees issues.

18. Ways to handle Conflicts
Get to the Cause
• Focus on deep-rooted causes rather than superficial effects when
assessing conflicts. Parties to a conflict often claim to have issues
with the behavior of co-workers or the outcome of company policies
and work procedures, but these issues are likely being caused by
something deeper.
Equal Voices
• Give all parties of a conflict an equal voice, regardless of their
position, length of service or political influence.
Resolution Participation
• Involve all parties, if possible, when drafting conflict resolutions. The
theory of Management By Objectives (MBO) states that employees
are generally more committed to goals that they have helped to
create.

19. Conflict Resolution
The ideal method for resolving problems and
making difficult decisions involves two steps, a
magic formula that is guaranteed to work. In
fact, it’s never failed when applied correctly.
Here it is:
• Define the problem
• Decide how to solve it

20. Conflict Resolution
Step 1: Defining the problem
• Verbalize other person’s position if he cannot do so
himself. Then effective time period should be
allocated . After that the person should be sure the
other person understands your commitment to
finding a solution acceptable to both.
Step 2: Generating possible solutions (brainstorming)
• Think divergently
• Ask the other person to suggest solutions first
• Avoid all evaluation for now

21. Conflict Resolution
Step 3: Evaluating the various solutions
• Honestly and reality are now important
• Actively listen and genuinely consider the other
person’s preferences
• One solution to make sure you both understand
Step 4: Deciding on a mutually acceptable solution
• Be careful not to push your solution
• When close to agreement, state the tentative
Solution to make sure you both understands

22. Conflict Resolution
Step 5: Implementing the solution
• Decide who will do what and when
• Trust the other person to do his part rather
than talk about failure contingencies
Step 6: Evaluating the solution
• All decisions are open to modification or
repeal, but not unilaterally

23. Resolution of organizational conflict
1. Managing resources
2. Ombudsman
3. Decentralization
4. Clarifying organizational roles
5. Reorganization of relationships among departments
6. Regulating communication flow
7. Reducing differences
8. Induction programs
9. Job redesign
10. Role clarification
11. Interpersonal level

24. Benefits of proper conflict management
To Employees
Improved on-the-job and
off-the-job relationship
Self-Satisfaction
Improvements in ones’
health and well-being
Reduced stress.
More value and balance in
daily life
To Organization
Increased productivity
A reduction in staff turnover
and recruitment costs
Less negative organizational
stress
Improved morale
Better team work and
communication

25. Measures to prevent imbalance in the organization
 Describe the Causes of Stress in Workplace
Counseling
 Know it won’t always be perfect
 Be present, consistent and accountable
Be flexible
Set boundaries and learn to say No.
Change

26. Thanks for
Patient Hearing