WORKPLACE CONFLICT &

STRATEGIES FOR MANAGEMENT

by
DR JANEFRANCIS I. DURU
B.A, MPA, Ph.D, MNIM, ACIPM, MNITAD
janeduru@yahoo.com
0803 3210968

Course Objectives

By the end of this session, participants will

be able to:
Explain what workplace conflict means.
List and discuss the different views and
levels of conflict.
List the causes of conflict in the workplace.
List & discuss the different styles of
Conflict management and the conflict
resolution process.

What is Conflict?

Conflict is a condition that exists anytime

two or more people disagree over an issue
or situation.

What is Workplace Conflict?

Workplace conflict is disagreement or
opposition between/among individuals,
teams or departments in an organisation.
Conflict is a natural phenomenon, neither
inherently good or bad, but there may be
positive or negative outcomes.

What is Workplace Conflict?

(cont)
Conflict is inevitable and often
good.
Conflict is not the same as
discomfort. The conflict isn't the
problem - it is when conflict is
poorly managed that is the
problem

Views About Conflict

Three Views of Conflict
Traditional View
2. Human Relations View
3. Interactionist View

The Traditional View

This approach assumes that all conflicts
hamper performance.
Conflicts
occur
due
to
poor
communication, lack of openness and
trust between people, and the failure of
managers to be open to their employees.

The Human Relations View

This approach assumes that conflicts
occur naturally in all groups and
organizations.
It is natural and cannot be avoided, hence
it should be accepted.
It cannot be removed and it may play a
role in group performance.

The Inter-actionist View

This approach encourages conflict because it
believes that a peaceful and cooperative group
may become constant and may not respond to
the need for change and innovation.
Group leaders should maintain sufficient conflict
so that the group remains creative and selfcritical.

Levels of Conflict
Conflicts can be at
Intrapersonal level (conflict within the individual)
Interpersonal level (individual to individual
conflict)
Inter-group level
Inter-organizational level

Intrapersonal conflict

These conflicts involve the individual alone.

It can be of three types (Schermerhorn et al, 2002):
Approach approach conflict: It occurs when a person has to
choose between two positive and equally attractive alternatives. For
example, choosing between promotion in the organization or a new
job with another firm.
Avoidance avoidance conflict: It occurs when a person has to
choose between two negative and equally unattractive alternatives.
For example, to make a choice between accepting a job transfer to
another town or have the employment terminated.
Approach avoidance conflict: It occurs when a person has to
choose between something that has both positive and negative
results. For example, accepting or not accepting a job with a higher
pay but with increased responsibilities that demand a lot of personal
time.

Interpersonal conflict

It occurs between two or more

individuals who are against one
another.

Inter-group conflict

It occurs among members of

different teams or groups

Inter-organizational conflict

It occurs due to competition and

rivalry between firms that operate
in the same markets

Causes of Conflict

Misunderstandings
Personality clashes
Competition for resources
Authority issues
Lack of co-operation
Differences of opinion
Low performance
Values or goal differences

Managerial Actions that Cause

Workplace Conflicts
Poor communications
The alignment or the amount of
resources is insufficient.
"Personal chemistry", including
conflicting values or actions among
managers and employees.
Leadership problems
Passing the buck

Typical Responses to Conflict

Avoid the person
Change the subject
Try to understand the other persons point of
view
Find a judge/arbitrator
Play the martyr
Give in
Apologize
Whine or complain

Typical Responses to Conflict

Fight it out
Pretend to agree
Try to find common ground
Admit that you are wrong
Turn the conflict into a joke
Work toward a mutually agreeable solution

Constructive Conflict
Conflict is constructive when it
Results in clarification of important problems and issues
Results in solutions to problems
Involves people in resolving issues important to them
Causes authentic communication
Helps release emotion, anxiety, and stress
Builds cooperation among people through learning more
about each other;
joining in resolving the conflict
Helps individuals develop understanding and skills

Destructive Conflict
Takes attention away from other important
activities
Undermines morale or self-concept
Polarizes people and groups, reducing
cooperation
Increases or sharpens difference
Leads to irresponsible and harmful
behavior, such as fighting, name-calling

Advantages of Conflict
Helps to raise and address problems.
Energizes work to be on the most
appropriate issues.
Helps people "be real", for example, it
motivates them to participate.
Helps people learn how to recognize and
benefit from their differences.
Improves communication

Disadvantages of Conflict

Lost work time and productivity

Lost employees / high turnover
Damage to organization reputation
Sabotage, theft, damage
Lowered job motivation
Health costs due to stress
Legal costs due to litigation

CONFLICT MANAGEMENT
STYLES

Force
Avoidance
Accommodation
Compromise
Collaborative

CONFLICT MANAGEMENT
STYLES (cont)
1.

Force It is a victory achieved due to force, superior skill, or

domination of one party. It is a win-lose situation.

2.

Avoidance In avoidance, every one shows that the conflict does

not really exist and hopes that it will finish.

3.

Accommodation It involves hiding the differences between the

conflicting parties and showing areas of agreement.

4.

Compromise It occurs when each party gives up something for

the sake of the other. No party is fully satisfied.

5.

Collaboration It involves appreciation by all conflicting parties

that something is wrong and needs attention.

CONFLICT MANAGEMENT
STYLES (cont)
Approach

Objective

Your Posture

Supporting Rationale

Likely Outcome

Forcing

Get your way.

I know whats right.

Dont question my
judgment or
authority.

It is better to risk
causing a few hard
feelings than to
abandon a position
you are committed
to.

You feel vindicated,

but other party feels
defeated and
possibly humiliated.

Avoiding

Avoid having to deal

with conflict.

Im neutral on that
issue. Let me think
about it.

Disagreements are
inherently bad
because they create
tension.

Interpersonal
problems dont get
resolved, causing
long-term frustration
manifested in a
variety of ways.

Accommodating

Dont upset the other

person.

How can I help you

feel good about this
encounter? My
position isnt so
important that it is
worth risking bad
feelings between us.

Maintaining
harmonious
relationships should
be our top priority.

Other person is likely

to take advantage of
you.

CONFLICT MANAGEMENT
STYLES (cont)
Approach

Objective

Your Posture

Supporting Rationale

Likely Outcome

Compromising

Reach an
agreement quickly.

Lets search for a

mutually agreeable
solution.

Prolonged conflicts distract

people from their work and
engender bitter feelings.

Participants
become
conditioned to
seek an
expedient,
rather than
effective
solution.

Collaborating

Solve the problem

together.

This is my position.
What is yours? Im
committed to finding the
best possible solution.

The positions of both parties

are equally important
(though not necessarily
equally valid). Equality
emphasis should be placed
on the quality of the outcome
and the fairness of the
decision-making.

Participants
find an
effective
solution.

CONFLICT MANAGEMENT
STYLES (cont)
Its likely that a person employs more than
one style, depending on the situation, but
usually one style dominates.
Certain styles may be appropriate for
certain situations.

Conflict Resolution Process

Managing conflict constructively
depends in large measure on
clear, open, and honest
communication

Conflict Resolution Process (cont)

Find a good time and place to talk.
Discuss the problem - Clarify issues
Get all the facts
Use active (aka reflective) listening
Use I messages
Focus on the problem, not the person
Avoid communication blockers

Conflict Resolution Process (cont)

Generate a variety of options;
brainstorm
Choose a solution that works for
everybody
Try the solution. If it doesnt work, go
back to step three and renegotiate.

Thank You