Conflict Management: SEPTEMBER 21, 2019

CONFLICT
MANAGEMENT
SEPTEMBER 21, 2019
OBJECTIVES
Identify and understand

conflict.
Identify causes of conflict in
the workplace
Learn conflict resolution
styles
Practice resolution strategies
PRE-TEST
7 Causes of Conflict in the Workplace
Conflict Description
1. Conflicting Needs a. When an associate is asked to perform a function

outside their job function
2. Conflicting Perceptions b. When a people view the same incident in dramatically
3. Conflicting Goals different ways
4. Conflicting Pressures c. When diversity is not accepted in the workplace.
d. Differences in the way we approach people and
5. Conflicting Roles
issues.
6. Different Personal Values e. When workers compete for resources, recognition
7. Conflicting Styles and power
f. When all objectives are important and necessary
g. When two or more people are responsible for
separate actions with the same deadline
CONFLICT
What comes in your mind when you hear the word conflict?
Perfect organizational health is
not from freedom from conflict.
On the contrary, if properly
handled, conflicts can lead to
more effective and appropriate
adjustments.
WHAT IS CONFLICT?
“Wherever there is
interaction, there is
An expressed struggle
conflict”
between at least two
interdependent parties who
perceive incompatible goals,
scarce resources and
interference from other party
in achieving their goals.
3 VIEW OF CONFLICT
• All conflicts are harmful and

TRADITIONAL must be avoided
HUMAN • Conflict is natural and

RELATION inevitable outcome in any
VIEW group.
• Conflict is absolutely
INTERACTION
necessary for group to
IST VIEW perform effectively.
FORMS OF INTERACTIONIST CONFLICT
 Functional Conflict  Dysfunctional Conflict

 Conflict that supports the  Conflict that hinders
goals of the group and group performance.
improves its performance
3 types of Conflicts
1. Task Conflict – Conflict over content and goals of the

work
2. Relationship Conflict – Conflict based on the

interpersonal relationship
3. Process Conflict – conflict over how work gets done

7 COMMON CAUSES OF WORKPLACE CONFLICTS
1. Conflicting Needs
Whenever workers compete for scarce resources, recognition,

and power in the company's pecking order, conflict can occur.
2. Conflicting Styles
Differences in the way we approach people and issues.

3. Conflicting Perceptions
View the same incident in dramatically different ways.
4. Conflicting Goals
Associates may have different viewpoints about an incident,

plan, or goal.
5. Conflicting Pressures
Conflicting pressures can occur when two or more associates

or departments are responsible for separate actions with the
same deadline
6. Conflicting Roles
Conflicting roles can occur when an associate is asked to perform a

function that is outside his or her job requirements or expertise or
another associate is assigned to perform the same job
7. Different Personal Values
Conflict can be caused by differing personal values.

Segregation in the workplace leads to gossiping, suspicion,
and ultimately, conflict (Hart 2009). Associates need to learn
to accept diversity in the workplace and to work as a team.
How do we handle conflict that arises in the
workplace?
?
CONFLICT RESOLUTION
“Dialogue is the most
Is the process of resolving effective way of
a dispute by addressing resolving conflict
and meeting at least some “
of each side’s needs and
concerns.
5 Conflict Resolution Style
1. Avoiding
2. Accommodating
3. Compromising
4. Competing
5. Collaborating
1. Deny / Avoid
 Ignores the situation
altogether. Either one
or both of the people
involve in the conflict
 Often called the
“Mushroom Style”
“I am not going to deal with it until
it gets so out of hand that I have to
address it”
2. Smooth / Accommodating
 used when you set aside your own
wants or needs and focus on those
of others. You leave your own
concerns behind and accommodate
for those of someone else.
 Everything looks good on the
surface but discontent is underneath.
The purpose is to preserve the
relationship and not “rock the boat”’
3. Compromising
 tries to find a way to partially
satisfy people on both sides of
the argument. Adjustments are
made on both ends to resolve
the conflict at hand.
 Often useful on a short-term
basis.
4. Competing
 you take a firm stance and
refuse to see the perspective of
the other parties.
5. Collaborating
 Includes finding a solution that
will appease all involved parties.
 “win-win” style of conflict
management
5 Steps in Resolving Conflict
Step 1
• Establish mutual involvement
Step 2
• Understand the other point of view
Step 3
• Present your perspective
Step 4
• Decide on an action plan
Step 5
• Express your appreciation
Establish Mutual Involvement
Briefly describe the problem.

Make a concise statement of
the issue. Describe the problem
objectively and establish why
the other person vested
interest.
Understand the other Point of View
• It is good idea to let the other person

speak first.
• It's important that everyone
understands each party's underlying
interests, needs and concerns. So,
take a positive stance, keep the
conversation courteous, and avoid
blaming anyone.
Present your Perspective
• Describe the what, who, when and

where of the problem as you see it.
• Describe the impact of the situation
• Use specific, non-accusatory language
• Don’t hint, generalize or make
assumptions.
Decide on a Plan
• Agree on the issues to be addressed

• Identify the next logical step
• Share responsibility
• Document what you have agreed to
If no agreement seems possible – end the discussion – agree to

disagree
Express your Appreciation
• Acknowledgement and
appreciation of the other party’s
positive behavior
• Expressing appreciation can
be a very powerful message if it is
conveyed with integrity
and respect.
Have an attitude of gratitude

Key points to remember in dealing with conflict
 Do not avoid the conflict, in hopes it

will simply go away.
 Meet with the involved parties as soon
as possible and follow the conflict
resolution steps
 Remember – conflict affects everyone,
with whom the conflicting parties
interact with not just the involved
parties.
THANK YOU!

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CONFLICT

Identify and understand

1. Conflicting Needs a. When an associate is asked to perform a function

• All conflicts are harmful and

HUMAN • Conflict is natural and

 Functional Conflict  Dysfunctional Conflict

1. Task Conflict – Conflict over content and goals of the

2. Relationship Conflict – Conflict based on the

3. Process Conflict – conflict over how work gets done

Whenever workers compete for scarce resources, recognition,

Differences in the way we approach people and issues.

View the same incident in dramatically different ways.

Associates may have different viewpoints about an incident,

Conflicting pressures can occur when two or more associates

Conflicting roles can occur when an associate is asked to perform a

7. Different Personal Values

Conflict can be caused by differing personal values.

Briefly describe the problem.

• It is good idea to let the other person

• Describe the what, who, when and

• Agree on the issues to be addressed

If no agreement seems possible – end the discussion – agree to

Have an attitude of gratitude

 Do not avoid the conflict, in hopes it

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