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    This document discusses the nature and types of conflict. It defines conflict as arising from incompatible goals, priorities, procedures or values between two or more parties. Conflict can occur at the individual, group and organizational levels. It also notes that conflict can be both functional and dysfunctional, as it may promote innovation but also delay goals. The document outlines various approaches to managing conflict, including establishing common goals, modifying structures, and using problem-solving, avoidance, smoothing or compromise techniques. Effective communication and interpersonal skills are important to prevent and resolve conflicts constructively.

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    This document discusses the nature and types of conflict. It defines conflict as arising from incompatible goals, priorities, procedures or values between two or more parties. Conflict can occur at the individual, group and organizational levels. It also notes that conflict can be both functional and dysfunctional, as it may promote innovation but also delay goals. The document outlines various approaches to managing conflict, including establishing common goals, modifying structures, and using problem-solving, avoidance, smoothing or compromise techniques. Effective communication and interpersonal skills are important to prevent and resolve conflicts constructively.

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    This document discusses the nature and types of conflict. It defines conflict as arising from incompatible goals, priorities, procedures or values between two or more parties. Conflict can occur at the individual, group and organizational levels. It also notes that conflict can be both functional and dysfunctional, as it may promote innovation but also delay goals. The document outlines various approaches to managing conflict, including establishing common goals, modifying structures, and using problem-solving, avoidance, smoothing or compromise techniques. Effective communication and interpersonal skills are important to prevent and resolve conflicts constructively.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    25 views34 pages

    Original 23

    Uploaded by

    subhash_92
    This document discusses the nature and types of conflict. It defines conflict as arising from incompatible goals, priorities, procedures or values between two or more parties. Conflict can occur at the individual, group and organizational levels. It also notes that conflict can be both functional and dysfunctional, as it may promote innovation but also delay goals. The document outlines various approaches to managing conflict, including establishing common goals, modifying structures, and using problem-solving, avoidance, smoothing or compromise techniques. Effective communication and interpersonal skills are important to prevent and resolve conflicts constructively.

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    Managing conflict:

    What is conflict?

    different interpretation disagreement b/w groups or individuals. Pondy describes it as: Antecedent conditions of conflictual behavior -resource policy Individual state of mind Cognitive perception. Behavior patterns of self. Conflictual behavior range

    Features:
    Incompatibility b/w 2 or more aspects of element-goals

    etc. Indecisive Series of events with interlocking conflict episodes. Must be perceived and expressed by parties

    Issues involved in conflict:


    Facts: way of defining

    Goals: priorities
    Method : procedures Values: beliefs.

    Approaches for conflict


    Traditional view:

    considered dysfunctional, having adverse effects. believed to spread disequilibrium . orgn interest prevails- Henry Fayol. Human relations view: natural phenomenon arise due to difference in values and beliefs. Interactionist view: positive approach, give way to new ideas, drives towards innovation and change.

    Aspects of conflict
    Positive aspect:

    --Helps to create dynamic environment. --Leads to innovation. --Cohesiveness in group --Competition increases --Releases frustration --Scope of improvement

    CONFLICT FUNCTIONA OR DYSFUNCTIONAL

    CONFLICTS ARE DYSFUNCTIONAL


    CONFLICT IS AN INDICATION THAT SITUATION IS

    THREATENING, DEVASTATING OR ON A POINT OF BREAKING.

    CONFLICTS ARE UNPRODUCTIVE AND DYSFUNCTIONAL.

    CONFLICTS CAN DELAY OR PREVENT THE ATTAINMENT

    OF A GOAL OR FRUSTRATE AN INDIVIDUAL. IN HOSPITAL SITUATION

    CONFLICT IS INEVITABLE

    CONFLICT ARE FUNCTIONAL


    ALL CONFLICTS ARE NOT UNPRODUCTIVE. CONFLICTS CAN BE USEFUL CONSTRUCTIVE, AND POSITIVE

    IN FACT, A RELATIONSHIP WITH FREQUENT CONFLICT MAY BE HEALTHIER THAN ONE WITH NO OBSERVABLE CONFLICT
    CONT.

    CONFLICT CAN PROMOTE INNOVATION, CREATIVITY AND DEVELOPMENT OF NEW IDEAS, WHICH MAKE ORGANISATIONAL GROWTH POSSIBLE. CAN BE PRODUCTIVE LEADING TO DEEPER UNDERSTANDING, MUTUAL RESPECT AND CLOSENESS. AND CHANGES OCCUR AS A CONSEQUENCE OF CONFLICT

    IF IT IS HANDLED WELL, HOWEVER, CONFLICT

    AND THE REALITY IS ALL THE MAJOR REFORMS

    Negative aspects:

    --Cost addition- deliberate --Source of disequilibrium-inefficiency

    Types of conflict
    Individual level

    Group level

    Organizational level

    Individual level conflict

    Inter-Individual/Interpersonal

    Intra-individual

    Vertical conflict

    Horizontal conflict

    Role conflict

    Goal conflict

    Individual level conflict


    Intra-individual/Interpersonal: Goal Conflict Role conflict- ambiguity, orgn position Inter-Individual: Vertical conflict superior-subordinate resistance by subordinate leads to inefficiency resultant- leave orgn.

    Horizontal conflict: same level ppl: exchange of information. Causes of Interpersonal conflict: --nature of people 1. ego states 2. value systems 3. socio cultural factors --situational factors 1. Interest conflict 2. role ambiguity

    Group level conflict


    Into 2 or more people.
    1.

    Intra group (within a group) when normal task new values imported when extra group role comes into groupcomparisons.

    Inter-group (with different groups) Goal compatibility: mktg & production. Resource sharing common pool of resources. Task relationship- JIT, dependent on tasks Absorption of uncertainty-allocation of money Attitudinal sets- closed communication

    Organizational level conflict

    Interorganization

    Intraorganization

    Organizational level conflict: Hierarchical conflict Line and staff conflict Functional conflict Formal and informal conflict

    Type of Conflict 1. 2. Intra individual Interpersonal

    Sources of Conflict Conflicting goals, needs, motives Disagreements antagonism

    Management Strategy Role Definition IPC Skills,TA, JohariWindow, Creative P S, Assertive Behaviour Participative Mgt. Team Bldg,Training Institutional Goal setting

    3.

    Inter-group

    Power, Authority Status Hierarchical Conflict Functional conflict

    4.

    Organizational

    5.

    Client Hospital

    Quality of patient care Community Goal and communication Setting, Public Relations

    Model for diagnosis and management of conflict

    Empowerment and participation:


    Dependency on others leads to frustration, needs empowerment. Empowerment is a process that provides greater autonomy through sharing of relevant information and provision of control over factors affecting job performance . Approaches to empowerment: 1. Helping to achieve job mastery. 2. Allowing more control 3. Providing successful role models

    4. Using social reinforcement 5. Emotional support

    Characteristics: Relies on delegation of authority Flat hierarchy Few managers with wider responsibilities Employee satisfaction is core value of organization

    ORIGINAL HOFSTEDE FINDINGS


    POWER DISTANCE 16 46 54 68 81 104 Austria USA Japan France Mexico Malaysia UNCERTAINTY AVOIDANCE 8 46 65 82 92 112 Singapore USA Germany Mexico Japan Greece INDIVIDUALISM / COLLECTIVISM 6 30 46 67 71 91 Guatemala Mexico Japan Germany France USA MASCULINITY / FEMININITY 5 43 62 66 69 95 Sweden France USA Germany Mexico Japan CONFUCIAN DYNAMISM 10 29 31 80 96 Pakistan USA Germany Japan Hong Kong

    THE G.L.O.B.E. FINDINGS


    JAVIDAN & HOUSE (01)
    DIMENSION HIGH UNCERTAINTY AVOIDANCE LOW Russia Bolivia Hungary USA Mexico Israel MODERATE Austria Germany Denmark

    POWER DISTANCE

    Denmark Netherlands South Africa


    Singapore Denmark Japan Sweden New Zealand Switzerland Germany France Spain Russia Argentina Poland

    France England Brazil


    Hong Kong Egypt USA Ireland Philippines Egypt Hong Kong Taiwan Sweden Slovenia Egypt Ireland

    Russia Spain Thailand


    Greece Hungary Germany Spain USA Greece Indonesia Malaysia Egypt Denmark Canada Netherlands

    INDIVIDUALISM COLLECTIVISM

    ASSERTIVENESS (Masculinity?)

    HUMANE ORIENTATION (Nurturing?) FUTURE ORIENTATION (Long-term?)

    Conflict process

    Conflict management
    Purpose: maximization of HR and minimize conflicts. Preventive measures Proactive Curative measures Reactive

    Preventive modify situational variables effective leadership participative decision making proper communication

    Conflict management steps


    1.
    1. 2. 3.

    Establishing super-ordinate goals:


    Common goals Re-establish by valid communication Win-win situation must be there reduction in interdependence: pooled, sequential ,reciprocal Reduction in shared resources Exchange of personnel's Creation of special integrators Reference to superiors authority

    2. Changing structural arrangements:


    1.
    2. 3. 4. 5.

    Conflict resolution: conflict resolution actions must be taken.

    Problem solving positive technique common interest of both parties best in case of misunderstanding 2. Avoidance : withdrawal or conceal 3. Smoothing : cutting conflicts, similarities are enhanced. 4. Compromise 5. confrontation
    1.

    Conflict resolution matrix


    A/B Win Loose

    Win

    Win Win (Compromise)

    Win-Loose

    Loose

    Loose-Win

    Loose-Loose (Avoidance)

    High
    A S Competition (Win-loose) S E R T I V E N E Avoidance Accommodation (Loose-loose) (Loose-win) S S Low Cooperativeness Compromise Collaboration (win-win)

    Negotiation
    Compromise is most successful and widely accepted technique Negotiation process is employed

    Defn: Negotiation is a process where 2 parties attempt to make an agreement on issues where they have differences.
    It may not be necessary that issue is resolved after this process

    Types of negotiation methods:


    Distributive bargaining: Loose win situation Major issues are salary, wages High point and low points in negotiation Break off negotiationleast favorable Area b/w 2 is aspiration range Integrative bargaining/Collective bargaining: Builds long term relations Empathetic

    Distributive

    Integrative/Collective

    Resources

    Fixed amount of resources


    Win-Loose

    Variable

    Motivation

    Win-Win

    Interest

    Opposed

    Congruent

    Relations

    Short term

    Long term

    BASICALLY CONFLICT IS AN ISSUE OF PERCEPTION.

    3 MAIN COMPONENTS TO CONFLICT


    PERCIEVED INCOMPATIBITY OF INTERESTS

    SOME INTERDEPENDENCE OF THE PARTIES/GROUPS


    SOME FORM OF INTERACTION

    IPC HELPS IN PREVENTING CONFLICT


    TO PREVENT CONFLICT FROM HAPPENING IN THE FIRST

    PLACE, IDENTIFY THE WAYS IN WHICH WE CONTRIBUTE TO DISAGREEMENT IN CERTAIN COMMUNICATION PATTERNS.
    IDENTIFY A SPECIFIC, RECENT CONFLICTING SITUATION,

    RECALL WHAT YOU SAID, THINK SPECIFICALLY ABOUT HOW YOU COULD HAVE USED MORE EFFECTIVE VERBAL SKILLS

    THINK ABOUT WAYS IN WHICH YOUR COMMUNICATION HAD SET A MORE TRUSTFUL TONE OR OFFENSIVE TONE

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