Professional Documents
Culture Documents
MEANING
Conflicts are endemic to human society. Our workplace is so
often infected by grudges, rumours, grumbling, criticism, sarcasm,
unpleasant comments, gossips and politicking that it leads to an
atmosphere of suspicion, mistrust and negativity. Sometimes, the
circumstances become so difficult that employees do not even like to see
each other’s face, leave aside work together. It spreads to the personal
level leading to the mixing of personal and professional lives and
annihilating the organizational harmony. Meanwhile, there are companies
where employees love to work because they can express their feelings to
their colleagues and trust their organization and its leadership. In such
places, mutual help takes top priority among employees. The bonding
becomes so strong the employees feel like a “family”. Such employees
make a better team as they respect their organizations and take utmost
interest in their tasks.
DEFINITION
Conflict may be defined as a struggle or contest between
people with opposing needs, ideas, beliefs, values, or goals. Conflict on
teams is inevitable; however, the results of conflict are not
predetermined. Conflict might escalate and lead to non-productive
results, or conflict can be beneficially resolved and lead to quality final
products. Therefore, learning to manage conflict is integral to a high-
performance team. Although very few people go looking for conflict,
more often than not, conflict results because of miscommunication
between people with regard to their needs, ideas, beliefs, goals, or values.
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Conflict management is the principle that all conflicts cannot
necessarily be resolved, but learning how to manage conflicts can
decrease the odds of non-productive escalation. Conflict management
involves acquiring skills related to conflict resolution, self-awareness
about conflict modes, conflict communication skills, and establishing a
structure for management of conflict in your environment.
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WHY LEARN MORE ABOUT CONFLICT AND
CONFLICT MANAGEMENT?
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HOW DO PEOPLE RESPOND TO CONFLICT?
FIGHT OR FLIGHT?
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WHAT MODES DO PEOPLE USE TO
ADDRESS CONFLICT?
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COMPROMISING
COMPROMISING SKILLS
• Negotiating
• Finding a middle ground
• Assessing value
• Making concessions
ACCOMMODATING
The accommodating mode is low assertiveness and high
cooperation. Times when the accommodating mode is appropriate are to
show reasonableness, develop performance, create good will, or keep
peace. Some people use the accommodating mode when the issue or
outcome is of low importance to them.
The accommodating mode can be problematic when one
uses the mode to “keep a tally” or to be a martyr. For example, if you
keep a list of the number of times you have accommodated someone and
then you expect that person to realize, without your communicating to the
person, that she/he should now accommodate you.
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ACCOMMODATING SKILLS
• Forgetting your desires
• Selflessness
• Ability to yield
• Obeying orders
COMPETING
The competing conflict mode is high assertiveness and low
cooperation. Times when the competing mode is appropriate are when
quick action needs to be taken, when unpopular decisions need to be
made, when vital issues must be handled, or when one is protecting self-
interests.
Competing Skills
• Arguing or debating
• Using rank or influence
• Asserting your opinions and feelings
• Standing your ground
• Stating your position clearly
AVOIDING
The avoiding mode is low assertiveness and low
cooperation. Many times people will avoid conflicts out of fear of
engaging in a conflict or because they do not have confidence in their
conflict management skills.
Times when the avoiding mode is appropriate are when you have issues
of low importance, to reduce tensions, to buy some time, or when you are
in a position of lower power.
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Avoiding Skills
• Ability to withdraw
• Ability to sidestep issues
• Ability to leave things unresolved
COLLABORATING
Collaboration Skills
• Active listening
• No threatening confrontation
• Identifying concerns the collaborating mode is high assertiveness and
high cooperation. Collaboration has been described as “putting an idea on
top of an idea on top of an idea…in order to achieve the best solution to a
conflict.” The best solution is defined as a creative solution to the conflict
that would not have been generated by a single individual. With such a
positive outcome for collaboration, some people will profess that the
collaboration mode is always the best conflict mode to use. However,
collaborating takes a great deal of time and energy.
Therefore, the collaborating mode should be used when the
conflict warrants the time and energy. For example, if your team is
establishing initial parameters for how to work effectively together, then
using the collaborating mode could be quite useful. On the other hand, if
your team is in conflict about where to go to lunch today, the time and
energy necessary to collaboratively resolve the conflict is probably not
beneficial.
Times when the collaborative mode is appropriate are when
the conflict is important to the people who are constructing an integrative
solution, when the issues are too important to compromise, when merging
perspectives, when gaining commitment, when improving relationships,
or when learning.
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WHAT FACTORS CAN AFFECT OUR
CONFLICT MODES?
• Practice- Practice involves being able to use all five conflict modes
effectively, being able to determine what conflict mode would be most
effective to resolve the conflict, and the ability to change modes as
necessary while engaged in conflict.
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• Determining the best mode- Through knowledge about conflict
and through practice we develop a “conflict management understanding”
and can, with ease and limited energy, determine what conflict mode to
use with the particular person with whom we are in conflict.
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UNDERSTANDING CONFLICT
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TYPES OF CONFLICT
1) GOAL CONFLICT-
Conflict arises when an individual selects or is assigned
goals that are incompatible with each other. Goal incompatibility refers to
the extent to which an individual’s or group’s goals are at odds with one
another. For example, a student may set goals of earning Rs. 500 a week
and achieving an 8-grade point average (on a ten point system) while
being enrolled full time during the coming semester. A month into the
semester, the student may realize that there aren’t enough hours in the
week to achieve both the goals. The student may then face a conflict
because of difficulty in achieving both the goals.
2) AFFECTIVE CONFLICT-
It can be explained as the incompatible feelings and
emotions within the individual or between individuals. Interpersonal
conflicts as well as antagonism between groups are examples of affective
conflict. Most affective conflict is focussed on personalized anger or
resentment. The causes of affective conflict may be- equity (fairness),
dissatisfaction of social needs such as inclusion, control and affection,
emotional states and perceptions. Low performing teams are often
crippled by affective conflict. It lowers team effectiveness.
3) COGNITIVE CONFLICT-
It occurs when ideas and thoughts within an individual or
between individuals are incompatible. The effects of cognitive conflict
are mainly positive, like better higher productivity and more creativity.
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Successful teams use a variety of techniques that help them
keep ideas separated from people. A hallmark of high performing teams
is their ability to critically consider and evaluate ideas.
4) PROCEDURAL CONFLICT-
Procedural conflict exists when group members disagree
about the procedures to be followed in accomplishing the group goal.
Union-management negotiations often involve procedural conflicts before
the negotiations actually begin. The parties may have procedural conflicts
over who will be involved in the negotiations, where will they take place,
and when will the sessions be held. After negotiations have been
concluded, different interpretations about how a grievance system is to
operate provide another example of procedural conflict.
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MODELS OF CONFLICT
Models of conflict help us to understand the processes and
factors involved in conflict episode. Researches on conflict highlight two
models- the process model and the structural model.
PROCESS MODEL
The process model views conflict between two or more
parties in terms of the internal dynamics of conflict episodes. Conflict
process follows five stages occurring sequentially one after other. They
are as follows-
1. FRUSTRATION-
This emotion arises when one party perceives the other party
as interfering with the satisfaction of his own needs, wants, objectives,
etc. There are three factors precipitating the condition for conflict in the
frustration stage. They are- a) Poor communication that arises from
semantic difficulties, misunderstandings and noise in the communication
channels.
b) the structure that includes variables like size, degree of specialization
in the task assigned to group members, member-goal compatibility,
leadership styles, reward systems, etc.
c) Personal variables that include individual value systems and the
personality characteristics that account for individual’s differences.
2. CONCEPTUALIZATION-
This stage focuses on the way each party understands and
perceives the situation. The parties involved define the conflict situation
and the salient alternatives available, which, in turn, affect the behaviour
of the other party.
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3. BEHAVIOUR-
Here one can observe the actions that result from the
perception of conflict that influences the behaviour of each party. These
influences affect the results in three areas- the orientation in handling
conflicts, the strategic objectives which match with orientation and the
tactical behaviour to achieve the objectives set.
4. INTERACTION-
The interaction between the two parties either escalates or de
escalates the conflict.
STRUCTURAL MODEL
The structural model identifies the parameters that shape the
conflict episode. There are four such parameters described below-
1. BEHAVIOURAL PREDISPOSITION-
This includes one party’s motives, abilities and personality.
2. SOCIAL PRESSURE-
The pressure arising from cultural values, organizational
work group norms, interest, etc.
3. INCENTIVE STRUCTURE-
The objective reality which gives rise to conflict viz.,
conflict of interests in competitive issues and common problems.
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4. RULES AND PROCEDURE-
This parameter includes the decision making machinery, i.e.
decision rules, negotiation, and arbitration procedures, which constrain
and shape the behaviour of those conflicting parties.
The above models suggest that conflict can be defined as an
interpersonal dynamic which is shaped by the internal and external
environments of the parties involved and this dynamic is manifested in a
process which affects group performance either functionally or
dysfunctionally.
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FUNCTIONAL AND DYSFUNCTIONAL CONFLICTS
A. FUNCTIONAL CONFLICT-
Functional conflict is understood as the creation or
resolution of the conflict that often leads to constructive problem solving,
improving the quality of decisions, stimulating involvement in the
discussion and building group cohesion. This will result in clarification of
important problems and defining and sharpening of the issues as well. Of
course, introduction of conflict motivates individual to perform better and
work harder. It satisfies certain psychological needs like dominance,
aggression, esteem and ego, thereby, providing an opportunity for
constructive use and release of aggressive urges. In some cases, it
facilitates an understanding of the problem, people and inter relationship
that exist within them.
Within a group, conflict may define, maintain and strengthen
group boundaries, contributing to the group’s distinctiveness and
increasing group solidarity and cohesion. Many a time, it leads to
alliances with other groups, creating bonds between loosely structured
groups or bringing together different individuals and groups in a
community to fight a common threat.
B. DYSFUNCTIONAL CONFLICT-
Dysfunctional conflict can be understood as an undesirable
experience that is avoided. It has serious negative effects. It creates
difficulties in communication between individuals, breaks personal and
professional relationships and reduces effectiveness by causing tension,
anxiety and stress.
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Intense conflict over a prolonged period affects individuals
emotionally and physically and this gives rise to psychosomatic disorders
and in some cases and a total breakdown of rules, undermining morale or
self concept of human existence. The various responses to conflict are
shown as below-
In an organizational set up, it is observed that conflict may
lead to work sabotage, lower employee morale and decline in the market
share of product/ services and consequent loss of productivity. Besides,
lack of trust and withholding of information lead to communication gap
and reduction of job performance in case the parties in conflict are
interdependent in completing their jobs.
Conflict based on competition among the co workers
becomes harmful when the goal of the organization is higher product
quality. Deep and lasting conflicts that are not addressed may even
trigger violence among employees or between employees and others.
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CONFLICT AND PERFORMANCE
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3. HIGH LEVEL OF CONFLICT (ZONE 3):
It is expressed in terms of disruptive, chaotic and
uncooperative behaviour. It can be described as the psychosomatic zone.
The performance of the employee in this zone is badly affected and once
an employee reaches this stage, it is extremely difficult to retrieve him
back to the effective zone.
A manager needs a degree of creativity to determine
strategies and tactics for reducing or, if necessary, increasing the level of
conflict.
RELATIONSHIP BETWEEN CONFLICT AND PERFORMANCE
IN TEAM
A series of experiments have been conducted to examine the
relationship between the levels of different levels of conflict and team
performance, both in terms of the task and individual attitudes. It was
observed that the types of conflict determine the nature of relationship
with performance. Types of conflict can be affective conflict, task
conflict, process conflict.
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2. RELATIONSHIP BETWEEN PROCESS CONFLICT AND
PERFORMANCE:
Process conflict exists when team members disagree about
the procedures to be followed in accomplishing the team goal. As the
intensity of conflict increases, the performance of the team is adversely
affected.
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INTRA-PERSONAL CONFLICT
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If he cannot get the scholarship, then it becomes a powerful
barrier towards attaining the goal. This creates a conflict within the
individual leading to frustration. His inner conflict can be expressed in
different types of behaviour such as aggression, withdrawal,
displacement, compromise and regression. The reactions or the
behavioural patterns of the employees when faced with a barrier are
described in the figure below:
2. CONFLICT DUE TO GOAL:
Conflict occurs when an individual has to select one option
from among many alternatives. It can be selecting a job offer against
continuing research. Selection of one option eliminates other alternatives.
Intra-individual goal conflict can be identified depending on the nature of
the choices. It can be approach- approach, avoidance-avoidance, or
approach-avoidance.
a. APPROACH-APPROACH CONFLICT:
It arises when an individual has to choose between two
attractive alternatives. It is a conflict between two positive goals. For
example, an employer faces an approach-approach conflict when he/she
must choose between two highly qualified applicants for a single
position. Similarly, a job seeker must cope with an approach-approach
conflict while deciding which of two outstanding but equally appealing
jobs offers to accept. In social context, a conflict may arise when a person
wants to go to a friend’s house as well as to watch movie, both scheduled
for the same evening. Diagrammatically, it can be represented as:
G1------------------------------INDIVIDUAL--------------------------G2
(+VALENCE) (+ VALENCE)
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Here, G1 and G2 stand for Goal 1 and Goal 2 respectively.
Here two attractive goals are before the individual and both have positive
valence for him. The person is initially caught between the two
alternatives. It is because the strength of each motive to approach a
desired goal is strong. This causes conflict within the individual as to
which one to go for i.e. G1 or G2.
b. AVOIDANCE-AVOIDANCE CONFLICT:
It involves a choice between two equally unattractive
options. This is the case where two goals have negative valence and the
person has to decide on one of them. Consider these three cases- a person
has a physical illness that is very uncomfortable, such as ulcers, but he is
scared of getting operated, a woman has to decide between the task she
intensely dislikes or she loses her job, a student who is vegetarian has to
eat either chicken or fish during ragging period. The result in all the three
cases is that the person is caught between two unattractive options.
G1------------------------INDIVIDUAL---------------------------G2
(-VE VALENCE) (-VE VALENCE)
G1 and G2 stand for Goal 1 and Goal 2 respectively. Two
kinds of behaviour are likely to be conspicuous in avoidance-avoidance
conflicts. As one of the negative goals is approached, the person finds it
increasingly repellent and consequently retreats or withdraws from it.
After withdrawing from this goal, this person comes closer to the other
negative goal but finds out that this too is unbearably repelling.
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c. APPROACH-AVOIDANCE CONFLICT:
In certain situations, the individual faces conflict when he
has to decide whether to approach or avoid a particular goal that has both
positive as well as negative qualities.
INDIVIDUAL------------------------G -----------------------
(+ve & -ve VALENCE)
This is not an uncommon situation in organizational
settings where many goals have mixed outcomes for an individual. A
student may face it while choosing a course that gives job assurance after
the course completion but involves uninteresting syllabus, or when an
employee is offered a promotion.
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2. 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. Managers having neurotic
personality use excessively tight organizational controls like budgets,
rules and regulations, monitoring systems etc. because they distrust
people.
They are often fearful of uncertainty and risk, not just
distrustful of others. They rely on hunches and impressions rather than
available facts and advices. Such managers usually don’t use
participation and consultation in their decision-making unless asked to
do so by some higher authority.
Individuals with strong neurotic tendencies struggle
unsuccessfully with intra-personal conflict. They are unable to resolve
their conflicts. Their excessive distrust and urge to control triggers and
conflict with others, especially with subordinates who feel
micromanaged and distrusted. Subordinates, in turn, often try to even
secure and protect themselves from further abuse. These reactions of
the subordinates give the manager a stronger sense of employee
worthlessness. It convinces him to intensify his attempt to control and
punish subordinates.
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INTERPERSONAL CONFLICT
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difference of opinions. Tonality, physical signs, negativism,
withdrawal and over SENSITIVITY ARE THE symptoms of
frustration stage.
RECOGNISABLE CONFLICT STAGE –
The recognisable behaviour that are generally
observed are tension, friction and frequent disagreement. Tension can
be recognised by distrust, anxiety, silence, poor communication and
unpredictable behaviour. Friction is one of the clear expression of
inter personal conflict that can be recognised by uncooperative,
nervous, anger , no communication and passive behaviour. Frequent
disagreement is expressed in behaviours like being negative,
arguments and blaming and resorting to use of power.
AGGRESSIVE CONFLICT STAGE –
A manager would not like the conflict in his team to
reach this stage. Once it reaches this stage, it is almost difficult to
handle the conflict. Highest priority has to be applied to resolve the
matter, but could prove tuff. This stage is expressed in three sub stages
like verbal abuse, sarcasm, physical assault and threat. Verbal abuse is
identified in behaviours such as name calling, taunting, interrupting
and shouting. Physical threats can be observable in behaviours as
interfering into others space, physical posturing, clenching fist etc.
physical assault is expressed in behaviours like physical contact,
intense feelings, intention to harm and aggression.
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BEHAVIOURIAL CONFLICT INDICATORS
Body language
Surprises
Withholding bad news
Open disagreement
Fighting for certain specific goals
Strong public statements
Increasing lack of respect
No discussion of progress
RELATIONSHIP RULES –
Our relationships are governed by a set of
informal rules, the behaviour most people thinks is appropriate or
inappropriate in a particular context. Four different types of relations
rules have being identified.
A ) Rules of support – this includes offering practical help on a work
related task, standing in for colleagues in their absence, giving advice ,
encouraging or guiding subordinates or clients so on.
B ) Rules of intimacy – this can be understood as respecting the other
persons privacy and refraining from engaging in sexual activity with
subordinates or within professional relationship.
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C) Rules of relating to third parties – others not involved in our day
to day interactions can have a major effect on our immediate
relationships. One should not criticise others in public, nor should one
discuss with others what has being told to him or her in confidence.
D) Task related Rules – all professional relationships, whether
teacher -student or doctor-patient, are largely governed by rules which
relate to the completion of specific task. For example a teacher is
expected to prepare the lessons, plan and assigned work; a doctor is
expected to advice and treats the patient. In general, an understanding
of the rules is shared by both the parties or is clarified by the
professional concerned. The working relationships between employees
are affected when relationship rules are broken. Sometimes
misperception, misunderstanding or disagreements about the way the
work should be conducted becomes potential source of conflict.
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GROUP/ TEAM CONFLICT
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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. Rewards and recognition are often perceived as
insufficient and improperly distributed, and members are inclined to
compete with each other for these prizes.
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ETHNIC GROUP CONFLICT
While the conditions still remain tense and there is still gross
inequality in the amount of opportunities that are available for different
people in society, this episode in history proves that despite the statistical
data that one might have, it's still possible to resolve misunderstandings
through a good conversation and a well moderated dialogue between
involved parties.
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The conflict has been due to the inherent differences
between the more Arabic Sudanese from the north of the country to the
more Sub-Saharan African cultures to the south of the Khartoum - the
Sudanese capital. There are also other parts of Africa that are in current
unrest. The so-called "blood diamonds" - already a topic of critically-
acclaimed films, such as the one starring Leonardo di Caprio - are the
gems that have fueled the wars in the country of Liberia. While the rest of
the world gets something that could be used for a nice piece of jewelry,
many people in Liberia literally toil with blood, sweat and tears for these
embellishments to our jewelry pieces.
What makes Africa ground zero for ethnic conflict is the fact
that the Europeans arbitrarily divided the continent without really paying
attention to the various tribes that existed within the artificial
subdivisions that they've made. Now that most of the countries are
already starting to break away from the clutches of the colonizers, they
are left in a daze with a highly fragmented nation. It's almost like they
have nothing much in common.
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NEGATIVE EFFECTS OF GROUP CONFLICTS
The win-lose conflict in groups may have some of the following negative
effects
14.Cause defensiveness
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INTERGROUP CONFLICT
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Minor differences between group members tend to be
smoothed over, and deviants are dealt with harshly. The level of morale
in the groups increases and infuses everyone with competitive spirit. The
power structure becomes better defined, as the "real" leaders come to the
surface and members rally around the "best" thinkers and talkers. In
addition, each group tends to distort both its own views and those of the
competing group.
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Strategies for Managing Group Conflicts
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Those who study people and conflict have developed
theories about how we, as individuals and as members of groups, respond
to conflict. In general, we tend to get comfortable with one set of
responses, even though we can learn skills allowing us to respond to each
situation differently. Five common responses are listed below. Do you
recognize yourself in this list?
• I avoid conflict.
• I accommodate others to keep the peace.
• I compromise; find middle ground.
• I compete; try to win with my own solution.
• I collaborate; seek a better solution.
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through the language of your body (by making eye contact, by smiling,
by leaning forward, by nodding) and by restating and summarizing what
someone have said. This kind of acknowledgement of another person is
often a powerful way to defuse situations that have become tense or
disruptive.
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• Notice what is going on, both behaviour and its impact on the
group.
• Decide whether what is going on needs to be mirrored to the group.
• If you decide it does, describe what you have noticed in a
nonblaming way.
• Test the impact you sense the behaviour is having on the group.
• Ask if the group wants to do anything differently, or suggest new
behaviour.
• Remind the group members that they can also hold the mirror.
ORGANISATIONAL CONFLICT
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Organizational 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.
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4. Supervisors may state their expectations of employee job
performance, but they usually do not know how to do so in a way
that can be heard and understood effectively.
10. Small and large changes occur constantly within organizations, but
the emotions these changes generate are seldom addressed.
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between workplace participants. This should be distinguished from
disputes. Disputes are merely a by-product of conflict. They are the
outward articulation of conflict. Typical disputes come in the form of
formal court cases, grievances, arguments, threats and counter threats etc.
Conflict can exist without disputes, but disputes do not exist without
conflict. Conflict, however, might not be so easily noticed. Much conflict
exists in every workplace without turning into disputes.
Interpersonal
Organizational
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There are a number of organizational sources of conflict.
Those relating to hierarchy and the inability to resolve conflicting
interests are quite predominant in most workplaces. Labour/management
and supervisor/employee tensions are heightened by power differences.
Differences in supervisory styles between departments can be a cause of
conflict. Also there can be work style clashes, seniority/juniority and pay
equity conflict.
Trends/Change
The modern workplace has significant levels of stress and conflict related
to change-management and downsizing. Technological change can cause
conflict, as can change work methodologies. Many workplaces suffer
from constant reorganization, leading to further stress and conflict.
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organizations. Workplace analysts should review the history of the
particular organization, reaching back as far as 10 years to determine the
level of churn that has taken place. Generally speaking, the more change
and the more recent the change, the more likely there will be significant
conflict.
External Factors
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Conflict can occur in any situation where one person’s
concerns are different from another person’s. As a result, conflict
includes both heated arguments and simple differences of opinion.
Conflict is not necessarily a bad thing in the workplace; in fact, conflict
can often lead to increased effectiveness. Kenneth Thomas and Ralph
Kilmann have defined five different modes of dealing with conflict and
identified the situations in which each mode is most effective.
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1.COMPETING–“My way or the highway”
The competing mode is characterized by high assertiveness
and low cooperativeness, where the goal is to win. Some appropriate uses
for the competing mode are taking quick action, making unpopular
decisions, and discussing issues of critical importance when you know for
certain that your position is correct.
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5.ACCOMMODATING – “It would be my pleasure”
The accommodating mode is characterized by low
assertiveness and high cooperativeness, and can be acts of selfless
generosity or obeying orders. The goal is to yield. The accommodating
mode is useful for showing reasonableness, developing performance,
creating good will, and dealing with issues of low importance.
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ORGANISATIONAL THEORY
Maturity-immaturity theory
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Under such conditions, subordinates are bound to find
themselves in conflict with the formal organization, and sometimes with
each other. They advance up the narrowing hierarchy where jobs get
fewer, and "fewer" implies competing with others for the decreasing
number of openings. Task specialization tends to focus the subordinate's
attention on his own narrow function and divert him from thinking about
the organization as a whole.
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HANDLING CONFLICT AT WORK
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Just such a trigger has started many religious and political
wars! Human beings are emotional creatures. We depend on our
feelings to tell us what our ‘gut’ reaction is and sometimes we let them
loose under the wrong circumstances, when cooler heads should
prevail.
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Write your ground rules on a board and refer to them if people
violate them. Everyone’s opinion counts. There are no stupid
ideas. We will hear and explore every idea that is presented. We
will not judge others or their opinions in advance based on what we
think we know of them, even if we work with them every day. We
will consider all ideas objectively and in a non-judgmental
manner. We will not engage in bullying behavior, or create or
encourage factions within the group. You get the idea. Come up
with your own ground rules and make it abundantly clear that this
group will play by the rules with NO exceptions. When conflict
does arise, you can use the following steps to manage the issue:
Analyze the nature and type of conflict. Ask questions to better
understand the positions and give everyone a chance to talk. Write
the FACTS on a blackboard or flip chart and stay away from
emotional, subjective statements or inflammatory remarks. Just the
facts!
Select a strategy to deal with the conflict. If you can’t resolve it
by taking it apart and carefully drawing conclusions, then consider
involving a neutral facilitator to get the group moving toward
consensus. If the group members are too familiar with each other
and know how to ‘push the buttons’ an outside may be the best
medicine and can provide a firm hand.
Reinforce the collaborative approach and strive for a ‘win-win’
result. Use objective criteria for ranking ideas. Don’t just throw
out an idea because someone says, “That is stupid”.
Keep your common interests in mind – not the methods by
which you will achieve the interests, but the vision or goal itself.
Don’t let the group be caught up in a power struggle over ‘how’.
Identify options so that everyone is involved and then let the group
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discuss and recommend the best approach. You may be able to
make some trade-offs, or combine aspects from various options to
come up with something that everyone likes.
Look for ways to compromise. Not everything is critical.
Encourage the team to give and take. I’ll accept this if you give me
that. Remember to focus on the result and the outcome. The group
is trying to accomplish a task or come up with a solution to a
problem. Don’t get so caught up in your conflict that the team
produces a poor solution – or no solution at all!
Be sure that the entire group signs up for the solution you
choose. You may even want to have every group member sign a
commitment document.
Finally, monitor your team to ensure you are moving in the right direction
and keep an eye open for the following dynamic combinations. Any of
these can bring your team to its knees:
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decision without any thought or focus. This scenario can also
occur when a confrontation could have devastating results or when
the group is making a decision without enough information or
without involving the right people. No one wins!
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• Always show respect. However much you disagree with
someone, attack the argument, not the person. To use a sporting
metaphor: play the ball, not the man. As Nelson Mandela explained
in his autobiography "Long Walk to Freedom": "I defeated my
opponents without dishonouring them".
• Be magnanimous. In truth, most conflict is over matters of little
substance and often it is mostly pride or status that is at stake.
Consider conceding the point to your opponent. This will save you
time and energy and you can concentrate on the important issues of
difference rather than the smaller ones. Also, if your concession is
done with good grace and even some humour, it will disarm your
opponent and make him/her look small-minded by comparison.
• Discuss or debate. So often, conflict is created and/or
maintained because there is no real discussion or debate. We make
assumptions about the other person's point of view and willingness
to compromise which might be quite wrong. We avoid discussion
or debate either because we fear conflict (the situation will rarely
be as bad as you fear) or we worry about 'losing' (in which case,
you've already 'lost').
• Apply rationality. Much conflict is not about substance but
perception. Try to clear through the perception to discover and
agree on how things really are. You won't manage this without
discussion and you may need to research the facts and seek
evidence. What is really worrying the other person? Has another
person or company had a similar experience which might prove
revealing and helpful?
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• Acknowledge emotions. Facts alone - however rational -
cannot resolve much conflict because how people perceive those
facts is coloured by their emotions. It's no good denying those
emotions, so make an effort to see the situation the way the other
person does and to acknowledge their emotions before
endeavouring to move beyond them. One way of doing this is to
use phrases such as "Let me try to explain how I see things" or
"Please allow me to explain why this is so important to me". Then
reverse these points: "I would like to understand better how you
see this situation" and "Please explain to me what is important to
you in this problem".
• Be aware of displacement. Especially where anger is
concerned, sometimes the source of a conflict is not what it appears
to be, as anger is displaced. In the domestic context, for instance,
an argument about the washing up could in fact be an argument
about lack of affection. It's not easy to spot displacement, but a
warning sign is when matters that do not normally because conflict
now appear to do so.
• Be precise. Someone might propose that something be done
"sooner rather than later". His colleague might react against this
assuming that we are talking of matter of weeks. When asked what
exactly is meant, it might be that the first person explains that he
had in mind a programme of several months - so, no argument. It
might be necessary to make savings in the family budget. Instead
of throwing everything into doubt and caused unnecessary upset,
be focused. Perhaps it will be necessary to cancel some
subscriptions or to postpone a planned holiday for a year.
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• Think creatively. Try presenting different types of solution
from those so far rejected by one of the parties. For example, in the
Sunning dale talks on the future of Northern Ireland in 1973, the
British and Irish Governments both wanted their view on the
constitutional status of Northern Ireland to be stated first in the
agreement; the solution was to divide the page in two and present
the two statements side by side, so that they both had equal status.
In a particularly tough set of negotiations that I led as a national
trade union official, I would not accept certain words in the
proposed agreement but I allowed them to be used in the covering
letter to the agreement.
• Change the wording. It's amazing how often we disagree about
words and how a change of words can change how people view a
situation. Instead of criticising a work colleague for "a mistake",
perhaps you could invite him to discuss "a learning opportunity". If
two parties to a dispute don't like their eventual agreement to be
called an agreement, try calling it a settlement or a resolution or a
concordat.
• Change the environment. It's no coincidence that some of the
toughest political negotiations of all times - for instance those
between the Israelis and the Palestinians - often take place in
locations like Camp David in the USA or a wood in Scandinavia. I
was a professional trade union official for 24 years and many of the
most productive negotiations between management and union took
place in a neutral venue like a hotel. Sometimes even simply
moving from an office to a coffee bar or from a house to a
restaurant can make all the difference.
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• Compromise. This is an obvious point but frequently neglected.
If you can't agree on whether to see a romantic comedy or an action
thriller at the cinema, see one film this weekend and the other the
next weekend. If you can't agree on whether to have a city holiday
or a beach holiday, try a two-centre break.
• Consider staging. Much conflict is about change. Introducing
change in stages often makes it more palatable to the person
uncomfortable about it (and can make it more manageable for the
person promoting it).
• Consider sequencing. Much conflict is created and/or
aggravated by lack of trust. Building trust takes time and proof of
goodwill. So consider introducing an agreement in stages whereby
each action is dependent on another action.
• Experiment or test. Too often we argue in ignorance,
convinced that our prescription or proposal is the best with no real
evidence. Have a trial and review how things go or try two or three
ways of doing something and have an honest appraisal of what
works best.
• Seek mediation. This is a process whereby a neutral third party
consults with those involved in a conflict to see if the problem can
be presented in a way which facilitates a resolution. The mediator
may simply listen and ask questions or he/she may suggest other
ways of looking at the problem or even possible solutions.
Classically this is approach used in most relationship counselling.
• Seek conciliation. This is a similar process to mediation but a
little more activist on the part of the third party who will normally
attempt to find a solution by proposing a 'third way'.
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• Seek arbitration. This is a process involving a third party who,
from the beginning, is invited by the conflicting parties to propose
a solution. The two parties may have originally agreed merely to
consider the proposed solution (non-binding arbitration) or they
may have agreed in advance to accept the decision of the arbitrator
(binding arbitration). This approach is often used in industrial
disputes.
• If absolutely necessary, apply authority or force. If mediation,
conciliation and arbitration do not work or the parties are not
willing to try them, conflict can be resolved in a fashion by one
party imposing his/her solution through authority (she is the parent
or he is the line manager) or through force (calling in the police or
obtaining a legal injunction). Such a 'settlement' will cause
resentment in the party at the receiving end, but sometimes this is
the only way to resolve a conflict and move on. I can tell you - as a
former trade union negotiator - that sometimes people in conflict
want someone to impose a solution, not because they themselves
oppose the solution but because they do not want to lose 'face' or
be seen by their constituents to have 'given in'.
• If all else fails, wait. Most problems change over time. Either the
problem solves itself because circumstances change or one's
attitude to the problem changes as the heat dies down and other
matters assume more prominence. Therefore, if one cannot solve a
dispute and its resolution can wait, maybe the best approach is to
leave things alone for a while.
• Accept the situation. Conflict is not like mathematics. There is
not always a solution waiting to be found and, if there is a solution,
it is unlikely to be the only one. The Swiss psychologist Carl Jung
once wrote that "The greatest and most important problems of life
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are all fundamentally insoluble. They can never be solved but only
outgrown."
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• Increased understanding: The discussion needed to resolve conflict
expands people's awareness of the situation, giving them an insight
into how they can achieve their own goals without undermining
those of other people;
• Increased group cohesion: When conflict is resolved effectively,
team members can develop stronger mutual respect, and a renewed
faith in their ability to work together; and
• Improved self-knowledge: Conflict pushes individuals to examine
their goals in close detail, helping them understand the things that
are most important to them, sharpening their focus, and enhancing
their effectiveness.
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cooperativeness and assertiveness. They argued that people typically have
a preferred conflict resolution style. However they also noted that
different styles were most useful in different situations. The Thomas-
Kilmann Conflict Mode Instrument (TKI) helps you to identify which
style you tend towards when conflict arises.
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opponents are at a standstill and when there is a deadline looming.
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respects individual differences while helping people avoid becoming too
entrenched in a fixed position.
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styles tend to mesh, and a “right” way to solve conflict emerges. It's good
to recognize when this style can be used effectively, however make sure
that people understand that different styles may suit different situations.
Look at the circumstances, and think about the style that may be
appropriate. Then use the process below to resolve conflict.
• Restate
• Paraphrase
• Summarize
And make sure that when you talk, you're using an adult, assertive
approach rather than a submissive or aggressive style.
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respect his or her opinion and need his or her cooperation to solve the
problem Try to understand his or her motivations and goals, and see how
your actions may be affecting these. Also, try to understand the conflict
in objective terms:
• Listen with empathy and see the conflict from the other person’s
point of view
• Identify issues clearly and concisely
• Use “I” statements
• Remain flexible
• Clarify feelings
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If everyone is going to feel satisfied with the resolution, it
will help if everyone has had fair input in generating solutions.
Brainstorm possible solutions, and be open to all ideas, including ones
you never considered before.
Key Points
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“Avoidance is characterized by behaviour where one party
may recognise that a conflict exists but chooses to withdraw from it or to
suppress it. This style therefore involves ignoring conflicts in the hope
that they will go away; putting problems on hold, invoking slow
procedures to stifle contact, using secrecy to avoid confrontation and
appealing to bureaucratic rules to resolve conflict.
It is the desire to evade the overt demonstration of the
disagreement or indifference that can result in withdrawal. If withdrawal
is not possible or desirable, the individual may suppress it without airing
their differences. Avoidance can be considered as a powerful tool in
conflict resolution. At a superficial level it may appear that in seeking to
avoid contact with the perceived “opposition”/ situation pertaining to the
conflict, we are behaving in a non-assertive/ passive manner giving
control to the “opposition” and that we have “essentially given up
responsibility for ourselves and our actions.”
A more in-depth analysis reveals that some forms of
avoidance behaviour are distinctively active. Through avoidance one may
actively achieve one’s goals- although they may be distinct from the
goals of the organization/ individual one is opposing. RICHARDSON
has discussed a case to highlight that avoidance is an active mode of
conflict resolution. The case is follows:
The study was conducted in the Stapleton Educational
Institute (SEI), Singapore to understand avoidance as a mode of conflict
resolution and its effect on group dynamics.
The organization discussed here, offered degree courses on
management and economics to both full and part-time students. The
teacher-student ratio was unbalanced in the sense that the stag was less
compared to the large number of students. It resulted heavy work load for
lecturers and administrative staff. Since both, full and part-time courses
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were offered (evenings and weekends), hours were long and the majority
of staffs worked six day a week.
To add to this, there were several intakes for courses, which
resulted in no clear terms or holiday periods- this was very different from
other educational institutions. The holiday issue was a source of much
contention between staff and management- the former having been
accustomed to the usual fixed holiday structure of academic employment.
Also, there was a cultural dimension to add to the existing difficulties.
The majority of the academic staff was expatriates recruited
on the ;principle that an expatriate lecturing team would be an excellent
marketing tool, which market research had proved correct. This, however,
brought with it specific difficulties, such as, cultural adaptation to
students and management strategy, higher salaries commanded by
expatriate staff. It led to heavy teaching loads/ limited vacation time.
Clearly there were a number of potential areas for conflict,
such as desire to earn more, heavy teaching loads and limited vacation
time. It was observed that lack of trust from management, administration/
faculty relations, general style of management were other issues leading
to a great deal of conflict within the organization.
The staff avoided overt demonstration of disagreement but
expressed in terms of appeals regarding time-off and lecturing hours were
done by making specific reference to bureaucratic rulers rather than by
open discussion.” Closed” discussions were held among staff about
management strategies and employee frustrations.
Secrecy was maintained where applications for posts
elsewhere were made and academic staff using the company’s facilities
provided extra tuition, but income was not declared. Informal staff
gatherings frequently resulted in airing grievances and complaints among
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themselves rather than confronting management, which in some way
served as a release.
Senior academic staff adopted a different method of
avoidance for being apathetic and reluctant to be involved in new
projects. If required to do so as a result of contractual duties, they did so
with minimal interest. All staff demonstrated general characteristics of
avoidance as a means of resolving the conflict they experienced both as a
group and as individuals.
In this case, it was observed that the staffs were avoiding conflict
but their avoidance had positive outcomes for themselves as individuals
and for uniting them as a team. It gave them a common identity and sense
of unity. Collective avoidance, because of its positive outcomes, became
the impetus for increasing and maintaining group relations. But
avoidance as a method of conflict resolution is not recommended for the
development of a healthy organization.
In the case of SEI, staffs were avoiding and as a result,
cohesion and solidarity were increasing, but the avoidance and resultant
team building were detrimental to the well-being of the organization as a
whole. Ina positive sense, the group dynamic was becoming stronger- the
individual differences had been reconciled and replaced by a common
aim to help one another in terms of support for the present and future-but
the strengths and bonds created were then being used against the well-
being of the organization.
CONCLUSION
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The classic view on conflict has always been that conflict in
any form is harmful and should be avoided at all cost. However, modern
scholars and the corporate world at large are fast realizing that conflict is
not as lethal as considered to be and if maintained within certain
parameters, it can actually boost a company’s growth.
This project tells exactly how and when a conflict can be
translated into a successful process and when it should be checked before
it spells trouble for the company. It covers cases from all the essential
areas of conflict and analytically discusses every aspect while striking a
clear balance between theory, concept and application.
This project is an attempt to expose varied perspectives, to
challenge their individual positions and ideologies, and to inspire, inform
and train them in the field.
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