Conflict Management

Prof B D Singh
Objectives:
• Understanding and appreciating conflict.
• Eliminating and avoiding conflict.
• Reducing negative effects of conflict.
• Managing conflicts for positive results - for
individual, team and organization.
Understanding Conflict
• Conflict is universal.
• Conflict is inevitable.
• Conflict can not be totally eliminated.
• All conflict can be managed / resolved.
• PPT
• Life is continuous Saga of conflict and conflict resolution-
both in personal and professional life.
• No subject has been discussed as much as conflict
excepting God and Love
• Can not be suppressed, ignored, delayed for long.
• Dialectics Hegelian, material dialectics Marxian,
• Geeta is harmony in conflict
• If two person always agree--there is no need for the
second person.
• Building a palace out of bricks thrown at you.
Personal life:-
• Individual- Dyad, Group/, team, organization,
 Professional life
• Negotiate your entry—narrowing the
differences
• Expectation not met—from both the sides
• Actions & reactions
• Boss, Subordinates, peers, others stake
holders.
• “Leading through conflict” involves facing
differences honestly and creatively, understanding
their full complexity and scope, and enabling those
involved to move toward original solutions. Such
leadership requires going beyond the powerful,
primordial responses to difference that result in an
“us versus them” mentality. It requires capacities
that many leaders have never developed, bringing
to bear both personal and professional skills that
turn serious conflicts into rewarding opportunities
for collaboration and innovation.
• The need for leaders who have the Mediator’s
skills is urgent precisely because “democracy”
and the “free market” are based on conflict.

As our world grows smaller, opportunities and

conflict multiply. Ethnic, religious, political and
personal differences drive people apart in
organizations and institutions of all kinds – with
potentially disastrous consequences. It’s the
task of effective leaders to bring people together
again-----.Managing diversities
 Definitions----
• “any tension experienced when one
perceives another as thwarting or
frustrating his or her needs, or is likely to
do so.
• where one party perceives that another
party has adversely affected or has tried to
affect adversely something that the first
party values.
 Nature of conflict

• Conflict is inescapable in interdependent relationship

where the actions of one party have consequences for
the other, and vice-versa.

• Conflict grows out of similarities in the needs and

values of parties when using scarce and indivisible
resources. It is implicit in the compulsion to
simultaneously satisfy similar needs and values
through inadequate resources.
• Contrarily, conflict also has roots in differing
needs and values of interdependent people.
Such conflict may raise its head in term of what
to do, or how to do.
(a) There is certain hollowness prevalent
around conflict. Those engaged in
conflict often deny its existence.
(b) Conflict carries a negative
connotation and those engaging in
conflict experience a sense of guilt.
There is no cause for guilt where
the conflict is functional and legitimate.
• ( c) Those engaging in conflict believe, almost
like a victim, that they are doing so as a last
resort, having tried various stratagems, and
failed. Conflicts in aid of development must
be faced boldly, deliberately and as a preferred
choice.
• Conflict is not necessarily violent and
unnecessary. Sometimes, evading conflict in
the right time ad manner may lead to violence
and waste, while bringing the issues in conflict to
surface can avert these.
• Often, conflicts hold opportunities for
developmental interventions to be initiated.
• Common Manifestation of conflict
• Conflicts get reflected in our working life's or
behavior patterns and they impact us in
different way--- they can be summarized as
fight behavior, flight behavior, flow behavior
• (i) Fight
• Behavior -aggressive
• -win-lose situation -Unkind to the people
• -Effective with problem
(ii) Flight
• Behavior-passive
• -Lose win/lose-lose situation -kind to the
people
• -ineffective with the problem
(iii) Flow
• Behavior-Assertive
• -Win Win situation
• -fluidity/flexibility, elegant, Graceful, sure-
footed
• -stays calm, explore alternatives and go
for fair ones -kind with people
• -effective with problem
• There are two basic assumptions
underlying our approach to this problem. :
• Differences among people should not be
regarded as inherently “good” or “bad”.
Sometimes differences result in important
benefits to the organization; and
sometimes they are disruptive, reducing
the overall effectiveness of individual and
organizations.
• There is no one “right” way to deal with
differences. Under varying circumstances,
it may be most beneficial to avoid
differences, to repress them, to sharpen
them into clearly defined conflict, or to
utilized them for enriched problem solving.
1. that the effective manager is one who is
able to use a variety of approaches to
differences and who chooses any
specific approach on the basis of an
insightful diagnosis and understanding of
the factors with which he is faced at that
time.
 Features of Conflict

• Conflict occurs when individuals are not able to choose

among the available alternative courses of action.
• Conflict between two individuals implies that they have
conflicting perceptions, values and goals.
• Conflict is a dynamic process as it indicates a series of
events. Each conflict is made up of a series of
interlocking conflict episodes.
• Conflict must be perceived by the parties to it. If no
one is aware of a conflict, then it is generally agreed
that no conflict exists.
 Perception of Conflict
There have been different Perception over the role of
conflict
– Traditional view – Conflicts are considered bad and
required to be avoidance
– Human Relation view- Conflicts are bound to be
there and management should always be concerned
with avoiding conflicts
– Inter- actionist view (Modern views)- Leader should
allow some conflicts to happen in the group so that
the group always remain viable- self- critical &
creative.
 Functional and Dysfunctional Conflict
• The interactionist view does not propose that all
conflicts are good. There are both positive and
negative aspects of conflicts. BOULDING
recognizes that some optimum level of conflict
and associated personal stress and tension are
necessary for progress and productivity, but he
portrays conflict primarily as a potential and
social cost.
• Thus, we can say that the conflicts which
support the goals of the group and
improve its performance are known as
functional conflicts. On the other hand,
there are conflicts that hinder group
performance, these are dysfunctional or
destructive form of conflict.
 Functional Conflicts
• Release of Tension
• Analytical Thinking
• Group Cohesiveness
• Competition
• Challenge
• Stimulation For Change
• Identification of Weaknesses
• Awareness
• High Quality Decisions
• Enjoyment
Functions and Benefits of Conflict
• conflict makes organizational members
more aware
• Conflict promises organizational change
and adaptation
• Conflict strengthens relationship and
heightens morale
• Conflict promotes awareness of self and
others
• Conflict enhances personal developments
• Conflict encourages psychological
development
• Conflict can be stimulating and fun
 Dysfunctional Conflicts
• High Employee Turnover
• Tension
• Dissatisfaction
• Climate of Distrust
• Personal Vs Organizational Goals
• Conflict As a Cost
 Sources of Conflict
• Conflict arises from many sources. These
of conflict can be classified in many ways.
For example, personal and organizational
sources or role, goal, resource and
structural sources of conflict. Pareek has
proposed seven main sources of
interpersonal and intergroup conflict
Seven Potential Source of Conflict and Perception of thirties in
two different Modes

Source of Perception under Resultant Perception under Resultant

Potential Conflict Conflict Escalation Orientation Conflict Orientation
Mode Prevention and
Resolution Mode
Concern for Self Narrow (own) Short-term Broader Long term
perspective Perspective
Different Goals Conflicting Individualistic Complementary Superordination

Resource Issues Limited Fighting Expandable Sharing

Power Issues Limited Lack of trust Sharable Trust

Different Conflicting Stereotyping Varied Understanding

Ideologies
Varied Norms Must be uniform Intolerance Diverse and Tolerance
Evolved
Relationship Dependent Dominance/ Interdependent Empathy and
submission Cooperation
 Causes of Conflict
• Communicational Aspect of Conflict
• Behavioral Aspect of Conflict
• Structural Aspect of Conflict
Structural Factors
• Specialization
• Interdependence
• Common resources
• Goal differences
• Authority relationship
• Status inconsistencies
• Jurisdictional ambiguities
Personal factors
• Skill and abilities
• Personalities
• Perceptions
• Values and ethics
• Emotion
 Cultural differences
Stages in Conflict
• Origins of Conflict
• One selectively perceives what one
understands,
• Each person has a perceptual filter
• Different individuals apply different
criteria, values, etc
• Lateral Differences
• Hierarchical Differences
• Cultural Differences
• Competing for Limited resources
• Differentiated goals
• Task interdependence
• Differences in Perception
• Organizational Ambiguities
• Introduction of Change
• Nature of Communication
• Temperaments of People

Processes & Dynamics of Conflict

The stages of conflict may be explained in the

following manner.
1. Stage I – Potential Opposition
• Communication
• Structure
• Personal variables
Stage II – Cognition and Personalization
In the first stage, the conditions generate frustration and
now it becomes actual conflict.
Stage III – Behavior
The conflict behavior could be overt or covert.
Overt conflict covers a full range of behaviors
from subtle, indirect, and highly controlled forms
of interference to direct, aggressive, violent, and
controlled struggle.
 Conflict Process
• Latent conflict
• Perceived conflict
• Felt conflict
• Manifest conflict
• Conflict aftermath
 Another five stage conflict resolution
process
• Disagreement
• Confrontation
• Escalation
• De-escalation
• Resolution
• Dynamics of Conflict
Blake, Shepherd, and Mouton have presented a
model that classifies conflict into three
categories as below, where:
Conflict is inevitable, and agreement is
impossible.
Conflict is not inevitable, yet agreement is
impossible.
Although there is conflict, agreement is possible.
 Conflict Conflict not Although
Inevitable, Inevitable, there is
Agreement yet Conflict,
Impossible Agreement Agreement
not is Possible
Possible
Active Win-lose Withdrawal Problem- High
Respo power solving Stakes
nse struggle
 Third- Isolation Splitting the
party difference
judgment (Compromis
e, Bar-
gaining etc.)
Passiv Fate Indiffere Peaceful co- Low
e nce or existence Stakes
Respo ignoran (Smoothing
nse ce over)
• The following ways are commonly used to deal
with conflicts:
• Avoiding:- Withdraw from conflict situation,
leaving it to chance.
• Smoothing:- Generally cover up the differences
and claim that things are fine.
• Bargaining:- Negotiate to arrive at a
compromise and bargain for gains by oth parties
—usually a zero-sum game.
• Problem Solving:- Confront the differences and
resolve them on a collaborative basis.
Classification of Conflict

• Individual level conflict

• Interpersonal conflict
• Group level conflict
• Organization level conflict

Individual level Conflict / Intrapersonal Conflict- Conflict

arises within an individual whenever his drives and motives are
blocked or he is confronted with competing roles and goals and
he is unable to take decision. This leads to unacceptability,
incompatibility, uncertainty, frustration which resulting to
aggression, withdrawal, fixation, compromise.
in such a situation trying to make decision may create one
of three basic types of the intrapersonal goal conflict.
Approaches of Conflict
• Approach approach conflict- means that an individual
must choose between two or more alternatives, each
of which is expected to have a positive outcome (e.g.
a choice between two jobs that appear to be equally
attractive).
• Avoidance-avoidance conflict means that an
individual must choose between two or more
alternatives, each of which is expected to have a
negative outcome (e.g. relatively low pay or extensive
out-of-town traveling).
• Approach –avoidance conflict means that an
individual must decide whether to do something that
is expected to have both positive and negative
outcomes (e.g. accepting an offer of a good job in a
bad location).
• Cognitive Dissonance-Intrapersonal conflict may also be a
consequence of cognitive dissonance, which occurs when
individual recognise inconsistencies in their own thoughts
and/or behaviours. Such inconsistencies are usually
stressful and uncomfortable, leading to intrapersonal
conflict.
1. changing thoughts and/or behaviours or
2. obtaining more information about the issues that is causing
the dissonance.
• Neurotic Tendencies- Neurotic tendencies are irrational
personality mechanisms that an individual uses often
unconsciously –that create inner conflict. In turn, inner
conflict often results in behaviours that lead to conflict with
other people. Neurotic managers make excessive use of
tight organizational controls (e.g. budgets, rules and
regulations, and monitoring systems) be cause they distrust
people. They often are fearful of uncertainty and risk not
just distrustful of others. Neurotic managers often are driven
to plan and standardize every details of their departments
• Work place violence- Severe unresolved
intrapersonal conflict within employees,
customers, or others may trigger violent
interpersonal conflict. Much violence in the
workplace has its source in severe
intrapersonal conflict.
Interpersonal Conflict- Interpersonal Conflict involves conflict between two or
more individuals and is the most common and most recognized conflict.
To manage interpersonal conflict, it is helpful to understand power networks in
organisations, defence mechanisms exhibited by individuals and ways of
coping with difficult people.
Power Networks: Individuals in organisations are organised in three basic
types of power networks.
• The first relationship is equal versus equal, in which there is a
horizontal balance of power among the parties. The behavioural
tendency is the focus on a win-lose approach to problems and each
party tries to maximize its power at the expense of the other party.
• The second power network is a powerful versus a less powerful
relationship. Conflicts that emerge here take the basic form of the
powerful individuals trying to control others, with the less powerful
people trying to become more autonomous.
• The third power network is high versus middle versus low. Two
particular conflicts are evident for middle managers: role conflict, in
which conflicting expectations are placed on the manager from bosses
and employees, and role ambiguity in which the expectations of the
boss are unclear.
• The table below illustrates the three basic kinds of power relationships
in organisations.
Types of power Behavioral tendencies & problems
– Tendency to compete with one
• Equal vs Equal another
– Covert fighting for positions
– Constant friction in border areas
Control vs autonomy
– Resistance to change
• High vs Low – Motivation problems
Role Conflict, role ambiguity , stress
– Concessions, double-talk, and use of
sanctions and rewards to strengthen
• High vs Middle vs Low the position.
• Defence Mechanism: When individuals are involved in
conflict with other human beings, frustration often
results. Defence mechanisms are common reactions to
the frustration that accompanies conflict.
– Aggressive mechanisms are aimed at attacking the source of the
conflict. Some of these are fixation, displacement and
negativism
– Compromise mechanisms are used by individuals to make the
best of a conflict situation. Compromise mechanisms include
compensation, and rationalization & explanation.
– Withdrawal mechanisms are exhibited when frustrated
individuals try to flee from a conflict using either physical or
psychological means. Flight, conversion and fantasy are
examples of withdrawal mechanism.

Coping with Difficult People: Many interpersonal conflicts arise

when one person finds another person’s behaviour
uncomfortable, irritating or bothersome in one way or another.
Robert Baramsom has identified seven basic types of difficult
people that may be encountered at work.
– Hostile- aggressive: Bully other people by bombarding them with cutting remarks,
throwing a tantrum when things do not go their way.
– Complainers: Grip constantly but never take action about what they complain
about, usually because they feel powerless or they do not want to take
responsibility
– Calms : are silent and unresponsive when asked for opinions. They react to
conflict by closing up and refusing to discuss problems
– Superagreeables: are often charming individuals who are sincere and helpful to
your face, but they fail to do what they promise when you leave
– Negativists : Respond to any attempts to solve a problem with pessimism.
– Know-it-alls: Display superior attitudes, wanting you to know that they know
everything there is to know about everything. If they really know what they are
talking about, they are bulldozers. Phoney experts are known as balloons.
Balloons only think they know everything. To deal with them, state your position,
as your own perception of the situation.
– Balloons:
– state facts or opinions as your own perceptions of reality.
– Find a way for balloons to save face.
– Indecisive Stallers:
– Raise the issue of why they are hesitant
– If you are the problem, ask for help
– Keep the action steps in your own hands
– Possibly remove the staller from the situation.
Intra Group Conflict – Differences between the member of
the groups. Intra group conflict refers to disputes among some
or all of a group’s members, which often affect the group’s
dynamics and effectiveness. Family run businesses can be
especially prone to severe intra group and other types of
conflicts. These conflicts typically become more intense when
an owner founder approaches retirement, actually retires, or
dies.

Factors responsible for intergroup/ interclass conflict

- interdependent
- task uncertainty
- over load on some group
-status differences
- role ambiguity
- lack of understanding of others functions
- differencial reward system
Inter Group Conflict –

1. Absence of Joint decision making.

2. Difference in goals.
3. Difference in perception and
4. Difference in goals as well as perception.

Between Organization/Between-Classes – When the interest of

two organizations /classes clash, on whatsoever issue
example – Employer and trade unions, competing
organization.
Conflict inevitable in industry- capital & labour – marxian
dialectics
 Organizational Level Conflict

1. Within organization
2. Between organization
3. Class conflict

Within Organization-

1. Hierarchical Conflict
2. Functional Conflict
3. Line-Staff Conflict
4. Formal-Informal Conflict
Conflicts Outcomes
– The parties may decide to live with the
conflict – Not desirable.
– One party may triumph and force its solution
on the other – Revenge.
– There may be a constructive, mutually
acceptable resolution – win win outcome.
Conflict situations are often divided into four
broad categories of outcomes depending on
the perspectives and behaviours of the
people involved.
•
Lose Win

1 2
Lose
Lose-Lose Lose-win

I Want to:
3 4
Win Win -lose Win-Win
 Management of Conflict
Conflict occurs in all organisations in varying degrees.
Conflicts are moments of truth in a relationship. They
contain the seeds of destruction or seeds of close and
cooperative relationship.
The parties involved in the conflict can react in a
number of ways including accommodation,
withdrawal, smoothing ,persuasion, forcing,
bargaining, and integrative problem-solving. The
appropriateness of each approach and the
consequences for conflict resolution depend on the
nature of the conflict. But by enlarge it is negotiating
& discussing style that civilized society follows. If the
parties are unable to settle a disruptive conflict
themselves, they may be assisted by third- party
intervention.
• Nonaction

•
Ineffective Management/
– Doing nothing in hopes that a conflict will disappear
Secrecy

create conflict.
Techniques
– Attempting to hide a conflict or an issue that has the potential to

• Administrative orbiting
– Delaying action on a conflict by buying time.
• A procedure set up to address conflicts that is so costly,
time consuming, or personally risky that no one will use
it.
• Character assassination
– An attempt to label or discredit an opponent
• Effective Management of Conflict
– Conflict is essentially detractive in nature. Therefore, immediate
measures for is resolution. Better to go for prevention and
proaction than reaction and five-fighting
– Preventive Measure
– Curative Measure
Preventive – Anticipating, Proacting, Pre-empting
– Establish clear goals/defining clear roles
– Increase trust through communication
– Transparency in action
– HR/OD /interventions
– Change of persons
– Re organization of team
– Use of higher Authority
Curative Measures/Resolving Conflict
Resolving conflict when they have taken place and have become
dysfunctional
There are different strategies for conflict resolution it is upto the
Managers to choose one or combination of them as per the
requirement of task and the environment in which the task is to be
accomplished.
• Interpersonal Handling Styles
(strategies)
There are five interpersonal handling styles.
These styles are identified by there location on
two dimensions- concern for self & concern for
others. The desire to satisfy your own concern
depends on the extent to which you are
assertive or un assertive in pursuing your goals.
Your desire to satisfy the concern of others
depends on the extent on which you are
corporative or incorporative. The five
interpersonal conflict handling style thus
represent different combination of assertiveness
and cooperativeness
 `
Assertive
forcing collaborating

Concern
For self compromising

Unassertive Avoiding
Accommodating
Uncooperative Concern for Others Cooperative
• Avoiding style- the goal is to delay
The avoiding style refers to unassertive and
uncooperative behaviours. A person uses this
style to stay away from conflict, ignore
disagreements, or remain neutral. Te avoidance
approach reflects an aversion to tension and
frustration and may involve a decision to let a
conflict work itself out. Because ignoring
important issues often frustrates others the
consistent use of the avoidance style usually
results in unfavorable evaluations by others.
• Forcing style- the goal is to win
The forcing style refers to assertive and
uncooperative behaviours and represents a win-
lose approach to interpersonal conflict. Those who
use the forcing approach try to achieve their own
goals without concern for others. This style
includes aspects of coercive power and
dominance. It may help a person achieve
individual goals but like avoidance, forcing tends
to result in unfavorable evaluations by others. The
forcing style is illustrated.
• In some situations the forcing style may be
necessary, as when 1. emergencies
require quick action, 2. unpopular courses
of action must be taken for long-term
organisational effectiveness and survival
3. the person needs to take action for self-
protection and to stop others from taking
advantage of him or her.
• Accommodating Style- the goal is to yield
The accommodating style refres to cooperative
and unassertive behaviours. Accommodation
may represent an unselfish act, a long-term
strategy to encourage cooperation by others or a
submission to the wishes of others. Individuals
using the accommodating style are typically
evaluated favorably by others, but they may also
be perceived as weak and submissive.
• Compromising style- the goal is to find middle
ground
The compromising style refers to behaviours at
an intermediate level of cooperation and
assertiveness. The individual using this style
engages in give and take and may make a
series of concessions. Compromising is
commonly used and widely accepted as a
means of resolving conflict.
– Collaborating Style-the goal is to find a win-
win situation
The collaborating style refers to strong cooperative and
assertive behaviours. It is the win-win approach to
interpersonal conflict handling. The person using
collaboration desires to maximize joint results. An
individual who uses this style tends to 1. see conflict as
natural, helpful and even leading to a more creative
solution if handled properly 2. exhibit trust in and candor
with others 3. recognize that when conflict is resolved to
the satisfaction of all, commitment to the solution is
likely. An individual who uses the collaborating style is
often seen as dynamic and evaluated favorably by
others.
 Use of Conflict Management Styles
• Styles • Appropriate For
1. Trivial issues- explosive issues- used to calm parties
1. Avoiding involved before resolving some other way

2. Gaining good will- Building up social credits for other

conflicts. Strategy emphasizing that customer is
2. Accommodating always right.

3. Quickly reaching a temporary solution- goals that are

3. Compromising too important to concede by competition.

4. Situations in which a best solution is obvious or other

4. Competing party is obviously wrong or untrustworthy-
Emergencies can lead to faster solutions since
parties work more independently-lose-win/win-lose
sitution

5. Problems requiring new insight- situation in which

5. Collaborating building commitment is important-
Significant Conflicts- because of high time and
energy requirements-win-win situation
• Effectiveness of the styles

Use of different interpersonal conflict handling styles indicate that

collaboration tends to be characteristic of 1. more successful rather
than less successful individual 2. high-performing rather than
medium and low performing organisations.

In contrast to collaboration, forcing and avoiding often have negative

effects. These styles tend to be associated with a less constructive
use of conflict, negative feelings from others, and unfavorable
evaluation of performance and abilities. The effects of
accommodation and compromise appear to be mixed. The use of
accommodation sometimes results in positive feelings from others.
But these individuals do not form favorable evaluations of the
performance and abilities of those using the accommodating style.