Organisation conflicts and resolution by: Dr. Renu Jain

1. ORGANIZATIONAL
CONFLICTS AND
RESOLUTION.
conflict
Created by –
DR. RENU JAIN

2. Agenda
Acknowledgement
 Organizational conflicts
1.Introduction
2.Defination
 Levels of conflict
1.Meaning
2.Levels
 Sources of conflict
1.Meaning
2.Sources
 Effects of conflicts
1.Meaning
2.Effects
 Resolution of conflicts
 Meaning
 Ways to resolve conflicts
 Conclusion

3. Organizational conflicts
Organizational conflict, or workplace conflict, is a state of
discord caused by the actual or 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. There are disputes over
how revenues should be divided, how the work should be
done, and how long and hard people should work. There are
jurisdictional disagreements among individuals ,departments,
and between unions and management. There are subtler
forms of conflict involving rivalries, jealousies, personality
clashes, role definitions, and struggles for power and favour.
There is also conflict within individuals – between competing
needs and demands – to which individuals respond in different
ways.]

4. Defination:-
Newstorm and Davis refer to organizational
conflicts as- “any situation in which two or
more parties feel themselves in opposition.
Conflict is an interpersonal process that
arises from disagreements over the goals
to attain or the methods to be used to
accomplish these goals”

5. Levels of conflicts
Conflict affecting organizations can occur in individuals, between
individuals, and between groups. Conflicts within work groups are
often caused by struggles over control, status, and scarce
resources. Conflicts between groups in organizations have similar
origins. The constructive resolution of such conflicts can most
often be achieved through a rational process of problem solving,
coupled with a willingness to explore issues and alternatives and
to listen to each other.
There are three levels of conflicts:-
 Within an employee {intrapersonal conflict}
 Within individuals {interpersonal conflict}
 Across groups in organization {intergroup conflict}

6. INTRAPERSONAL CONFLICTS
Intrapersonal Conflict is the part of human life, at
every points humans face intrapersonal conflicts
within himself and wants. Conflict arises when any
kind of decision needs to be taken, be it important
of unimportant. Simple decisions like buying a car
or complex decisions like marriage or money.
Every time a decision should be taken and want
weigh on us, based on how we take decision.

7. INTERPERSONAL CONFLICTS
Interpersonal conflict occurs when a person or
group of people frustrates or interferes with
another person's efforts at achieving a goal. These
types of conflicts create serious problems because
they affect us emotionally and threaten our self-
esteem and self-image.

8. INTERGROUP CONFLICTS
 The term for disagreement or confrontation between
two or more groups and their members. This may
involve physical violence, interpersonal discord and
psychological tension. Compare intragroup conflict.
 INTERGROUP CONFLICT: "Intergroup conflict is seen
in group members from 2 groups disagreeing."

9. SOURCES OF CONFLICT
 Sources of conflict generally means the causes of conflicts.
Following are the causes of conflicts:-
Organizational
change
Personality
clashes
Different values
Faulty
communication
distrust

10. 1.Organizational change:-
 Organizational change is both the process in which an
organization changes its structure, strategies, operational
methods, technologies, or organizational culture to affect
change within the organization and the effects of these changes
on the organization. Organizational change can be continuous
or occur for distinct periods of time.
2.Personality clashes:-
 Personality clashes occur when two (or more) people find
themselves in conflict not over a particular issue or incident, but
due to a fundamental incompatibility in their personalities, their
approaches to things, their style for life.
 A personality clash may occur in work-related, family-related, or
social situations

11. 3.Different values:-
 People hold different sets of values and beliefs. They have
different philosophies about what and how things should be
done. Such differences may lead to conflicts.
4.Faulty communications:-
 Individuals often communicate in a way that angers or annoys
others, even though it is not their intention to do so. Faulty
communication involves a lack of clarity and is a potential
source of conflict.
5.Distrust:-
 Distrust is a feeling of doubt about some person or thing.
We distrust people who aren't honest. It can occur due to lack
of confidence.

12. EFFECTS OF CONFLICTS
The term conflicts has a strong negative
implication. However conflict is not always bad. It
is like a “double-edged sword”. Depending on why
conflict occurs and how it develops, conflicts may
be beneficial as well as harmful.

13. ADVANTAGES DISADVANTAGES
 Brings problems in the
open.
 Encourages consideration
of new ideas.
 Motivates people.
 Leads to better decisions.
 Increases loyalty.
 Increases organizational
commitment and job
satisfaction.
 Affects communication
and co-operation.
 Affects employee
motivation and self-
image.
 Builds stress.
 Managers turn
authoritarian.
 Loyalty towards group
and not the organization.

14. RESOLUTION OF CONFLICTS
Conflict resolution, otherwise known
as reconciliation, is conceptualized as the methods
and processes involved in facilitating the peaceful
ending of conflict and retribution. Often, committed
group members attempt to resolve group conflicts by
actively communicating information about their
conflicting motives or ideologies to the rest of the
group (e.g., intentions; reasons for holding certain
beliefs), and by engaging in collective negotiation.

15. WAYS TO RESOLVE CONFLICT:-
Compromising
Forcing
Avoiding
Smoothing
Confronting

16. 1.Compromising:-
 This strategy aims at finding a middle ground. Often the person
gives away something in exchange for something else. A person
using this strategy has a moderate degree of concern for one’s
own interests of others. There is no clear outcome when this
strategy is used.
2.Forcing:-
 This is an aggressive and dominating strategy aimed at achieving
one’s personal goals at expense of others. This conflicts
resolution reflects a high concern with one’s own interests but
low concern with the interests of others.
3.Avoiding:-
 In this strategy the participant has little concern for one’s
outcomes as well as those of others. The individual physically
and mentally withdraws from the conflict.

17. 4.Smoothing:-
In this strategy the participant is more concerned with the
others outcomes than one’s own outcomes . The
participant does not mind giving the other side whatever
they want . The participant deliberately seeks a solution
that is beneficial to the other side even though it may not be
in his best interest.
5.Confronting:-
In this strategy the participant faces the conflict head-on and
aims at a solution that is mutually satisfactory. The
participant strives to find a solution that is acceptable to both
the parties. This strategy seeks to maximize the outcomes
for both the parties. This strategy is also known as problem
solving or integrating.

18. Keys 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 to resolve conflict.
Set some ground rules for discussion:
 No raising of voices.
 This is not a debate.
 Speak only for yourself. i.e The “I” phrases.
 Confront the issues, not the people.
 Maintain or enhance self-esteem.

19. THANK-YOU
 Any queries?