Introduction to Conflict Management

8/13/2019 Introduction to Conflict Management

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Introduction to onflict

Management



Masud Rana 270

A.M. Arju Saruar 273

Md. Mamun Hossain 274

Md. Farid Hossain Talukder 276

Jannatul Ferdoushy 277



Use of words like dispute, disagreement incompatibility and difference of opinion helps

us to understand that there is conflict.

Conflict can be defined as a process of social interaction involving a struggle over

claims to resources, power and status, beliefs, and other preferences and desires. The

aims of the parties in conflict may extend from simply attempting to game acceptance of

a preference, or securing a resource advantage, to the extremes of injuring or eliminating

opponents.

According to Oxford Dictionary Conflicts refer to a series of disagreement or argument,

incompatibility between opinions, principles etc.

Example: The irreconcilable differences between political parties like the familiar

conflict between Awamileague and BNP.



According to March and Simon-

Conflict is a breakdown in the standard mechanisms ofdecision-making, so that an individual or group experiencesdifficulty in selecting an alternative.

Tedeschi et al. defined conflict as-

An interactive state in which the behaviors or goals ofone actor are to some degree incompatible with the behaviorsor goals of some other actor or actors.

According to Smith-

Conflict is a situation in which the conditions, practices,or goals for the different participants are inherentlyincompatible.



Individual differences ingoal, expectations, value.

Changes in technology,

Global shifting of power

Political unrest

Financial uncertainties Operational procedures

Personnel,

Clientele

Product line

Financial climate

Corporate philosophy

on c ar ses ueto a variety of

factors



• Traditional View:

Duration: This view of conflict prevailed during 1930s and 1940s .

Belief: The traditional view of conflict of all kinds is harmful and

must be avoided.

According to this school of thought conflict serves no useful purpose because it distracts managers’ attention and diverts their

energy and resources.

It views conflict as a dysfunctional outcome.

Reduction Strategy: Since all conflicts are bad efforts should bemade to find out the causes of conflict and correct them in order to

improve individual and organizational conflict.



The human relations view of conflict:

Duration: This view of conflict dominated from the late1930s and 1940s.

Belief: This school believes that conflict is natural and is aninevitable outcome in any group.

Reduction Strategy: Successful management of conflict doesnot mean total elimination of conflict rather it involves bothsustaining a target level of conflict and selecting a reductionstrategy to handle conflict.



• The inter actionist view of conflict:

This school believes that conflict is not only a positive force in

a group but also it is absolutely necessary for a group to perform

effectively. It is based on the belief that a harmonious, peaceful andcooperative group is prone to become static, apathetic and non –

responsive to the need for change ands innovation.



Conflicts are complex processes. There are three factors that influence

conflict. These are- Attitudes,

Behaviors,

Structures

• Each factor influences and is influenced by others. Attitudes include the parties’ perceptions and misperceptions of

each other and of themselves.

Behaviors can include cooperation or coercion, gestures signifyingconciliation or hostility.

Structures refer to the organizational mechanisms, processes andgroups that influence recognition and identity needs .



Researches have said that there are two types of

perspectives. These are given below…

Perspectives

Cognitive

Perspectives

Interactional

Perspectives



• This perspective of conflict emphasizes on how and what people thinkor on what goes On intellectually in given situation. Individualperception and interpretation of a Situation depends on his beliefs,attitudes, values, perception and attributes. Cognitive theory of conflicthas some certain assumptions. These are-

Individual is fundamentally goal oriented People are unique; they interpret and produce messages in unique

ways.

• Therefore the personal characteristics of communicators play a central

role in Understanding conflict. This perspective tries to answer certainquestions. These are…

How do individual and group differ tin their approach to conflict?

What tries to the best predict communication in conflict?

How do perceptions influence communication.



• This perspective focuses on how one behaves in a given situation to

• determine the way other individual will react. The way of individual• react is perceived. People create the situation what they perceive and

• what they perceive is also influenced by what they do.

• Three questions dominate the Interactional Perspective. These are What roles and structure do people use?

What instructional patterns exist in conflict?

How do people use message?

• Example: If the boss instructs the subordinate sternly to the given

• situation, the subordinate will react accordingly.



Four different types of conflict are described by managementphilosopher. These are-

Types of conflict

GoalConflict AffectiveConflict CognitiveConflict

Procedural

Conflict



Goal conflict arises when an individual selects or 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 other. Several

types’ goal conflict has been identified. It can occur when an externally

imposed goal conflicts with one’s personal goal; when people are asked to

Achieve multiple outcomes while performing a single task; or when there are

trade off between several types of task or outcomes when Multiple task orgoal exist.

Example:

A student may want to earn TK.2000 a week and to achieve an 8-grade pointAverage while being enrolled full-time during the coming semester. A month

into the semester, the student may realize that there are not enough hours in

the week to achieve targeted grate and earning tk2000 a Week he student may

then face inner conflict because of the difficulty of achieving grade point and

earning TK.2000.



Affective Conflict can be defined as the incompatibility feeling and

Emotions within The individual or between the individuals.Interpersonal conflicts as well as antagonism Between groups are

examples of affective conflict. More affective conflict is focused on

personalized anger or resentment, usually directed at specific individuals

rather than specific ideas. It comes from perception that one is being

attacked or criticized. It effects can be seen in

poor decision quality, lower productivity and less creativity.

Example:

Mr. X and Mr. Y are two salesmen of ABC Company. But X is a senior to

Y. X behavior affects the smooth operation of Mr. Y. This is known as

Affective conflict.



It occurs when ideas thought within an individual or betweenindividual are incompatible. The effects of cognitive conflict aremainly positive, like better decision quality, higher productivityand more creativity. Successful teams use a variety of

techniques that help them keep ideas separated from people.

Example:

A hallmark of high performing teams is their ability to criticallyconsider and evaluate ideas.



Procedural conflict exists when group members disagree

about the procedures to be followed in accomplishing the

group goal. Union management negotiations often involve

procedural conflict before actually begin. To handle such aconflict new procedure can be formulated, a new agenda can

be suggested or the group goal can be modified. Procedural

conflict can be productive.



Models of Conflict

Process Model Structural Model

Models of Conflict can help us to understand the processes and

Factors involved in conflict episode.

Researcher highlights two models of conflict



Views conflict between two or more parties in terms of

internal dynamics of conflict episodes

Stages of Process Model

Frustration

Conceptualization

Behavior

Interaction

Outcome



Stage-1: F rustration

Emotion arises when one party perceives the other party as

Interfering with the satisfaction of his own needs, wants,

objectives etc. In the Frustration stage there are three factors participating the condition for conflict-

Communication

Structure

Personal variables



Stage-2: Conceptualization

Focuses on the way each party understands and perceivesthe situation.

Stage-3: Behavior

One can observe the actions that result from the perceptionof conflict, influences the behavior of each party. Influencesaffect the result in three areas-

I. The orientation in handling conflicts

II. The strategic objectives which match withorientation

III. The tactical behavior to achieve the objectives set.



Stage-4: Interaction

The interaction between two parties either escalates or de-escalates the conflict

Stage-5: Outcome

When conflict exists, we see the result that range fromagreement to long-term hostility.



Structure model Identifies the parameters that shape the conflictepisode.

Four parameters of Structural Model:

Behavioral predisposition:

- this includes one party’s motives, abilities and personality.

Social Pressure:

- the pressure arising from cultural values, organizational work groupnorms, interest and so on.

Incentive Structure:

- the objective reality which gives rise to conflict viz., conflict of interests

in competitive issues and common problems.Rules and procedures:

- this parameter includes the decision making machinery, i.e. decision

rules, negotiation, and arbitration procedures, which constrain and shape the

behavior of those conflicting parties.



Functional conflict:

Conflict in organizations can be a positive force. Functionalconflict is created when employees would disagree or debate onhow to best achieve a certain goal, and does not focus on thegoal itself.

•It can lead to the choice of a superior way to reach thegoal.

•It is constructive because the effects lead to a better orefficient and ingenious way to solve the conflict.

For Example- Two agents of destiny X and Y. Broth agents try toincrease their client for their commission .Because they getcommission as their client number. so there is a positive conflicttwo agents. This conflict is called functional conflict.



Functional conflicts are said to be constructive when

they:

(1) Bring up rather than hide matters in which there may bedisparities;

(2) Oblige individuals to be direct, and to encourage problem-

solving; and

(3) Focus on the concerns instead of the individualsthemselves.

Functional conflict are qualitative decision-making, theencouragement of ingenuity and improvement, and high interest

with employees.



Dysfunctional conflict can be understood as an undesirableexperience that is avoided. It has serious negative effects.

It is destructive because they put a stop to improvement oraccomplishment of an aim.

This occurs when managers identify that the conflict obstructsthe achievement of the goals.

For example- Firm A and firm B make a joint venture for onepurpose . Any misunderstanding , disagreement or

differences of opinions may arise because of anyunexpected reasons. As a results the two firm areconfronted to each other and it creates negative effects ontheir business. This type of conflict is called dysfunctionconflict.



• A conflict is said to be dysfunctional when:

– (1) The members repudiate to work together in findinga solution;

– (2) A superior is indisposed or incapable to mediate;– (3) One or both the members decline to accept the

superiors arbitration;

– (4) It lack communication.

• The members fail to voice out what is needed to solve aproblem, or at least diverge on how the conflict should beinterpreted





• Conflict within a group can allow dissatisfied members to

voice their complaints leading to internal tension and

disruption.

• It may increase bitterness ,alienation and divisiveness within

or among groups.

• Member’s attention gets diverted from the goals of the group

to focus on the conflict.



• All sum up, conflict has both positive and negative impact on the performance of the organization . It

is neither good or bad ;rather it can be used as a tool.

• For example – As hammer can be used to build a house as well as to destroy things , conflict can also

be used to build as well as to break relationships. Conflict may sometimes be desirable and at other

times be destructive.

• It is important to be confronted rather than to be ignored. Although some conflict can be avoided andreduced, other have o be resolved and properly managed.

• A balanced attitude to conflict is to be sensitive to the sequences of conflict ,ranging from negative

outcomes ( loss of skill employees ,sabotage, low quality of work, stress and even violence )

• To positive outcomes (creative, alternative, increased motivation and commitment ,high quality ofwork and personal satisfaction).

• This attitude recognizes that conflict occurs in an organization whenever interests collide. Sometimes

,employees will think differently ,want to act differently, want to act differently and seek to pursue

different goals . When these differences divide interdependent individuals , they need to be managed

constructively.



As conflict intensity increases, so does the level of performance.

But it has a certain limit.

After a this point, increment in conflict intensity badly affects

performance.There are three zones of conflict:

Zone 1: Low level conflict

Zone 2 :Optimum level conflict

Zone 3: High level conflict



High

Low

Low

Performance

Zone-1Low level Conflict

Zone-2Optimum level conflict

Zone-3

High level Conflict

Boredom, Fatigue,

Dissatisfaction

Creative problem

solving progressExhaustion illness

low self esteem

Conflict High



• The behavior of the employees is observed to be apathetic,stagnant & non-responsive.

• It is called dysfunctional conflict.

• It results complacency & poor performance due to lack ofinnovation & low motivation.

• For example: Employees of Bangladesh Railway have poorperformance. They have very little level of conflict with theauthority. The organizational performance is bad. Employees donot try to improve their performance.

• Ways to shift low level conflict zone to effective zone:• Stimulating conflict in order to help the individual or

group move toward the effective zone.

• Employees should feel conflict as challenge.

• Constructive conflict should be increased in organization.



In this level, conflict is characterized as functional conflict.

The behavior of the employees is observed to be feasible,self- critical and innovative.

It is the effective zone leading to high productivity

outcome. Proper care should be taken to ensure that the level of

intensity does not cross the upper limit.

Upper limit of the effective zone varies from person toperson.

It depends on the tolerance level of individual and itdetermined by job compatibility, job experience, personalitymake-up etc.



• Extreme conflict becomes dysfunctional, disruptive, chaotic &uncooperative behavior.

• The performance of the employees in this zone is badly affected.

• It is very difficult to retrieve from this zone to effective zone.

• For example: Recently garments workers are involved withdifferent types of conflicts with the authority then theperformance of organization is badly affected.

• Ways to shift high level of conflict to effective zone:

• Identifying optimal level of conflict for a specific situation byunderstanding individual involvement and their assignment

• A degree of creativity to determine strategies for reducing conflict.

• Maintaining conflict at an optimal point.

• For conflict to foster creativity, it must be channeled and directed.



• Affective conflict is a perception of incompatibilitythat others members are preventing theaccomplishment of goal.

• Effect of conflict:

• The effect of this conflict include behaviors like

distraction in member’s attention, reduction in theirability to think clearly and encouragement ofperceptions of hostile intensions in other’s actions.

• It has negative effect on team performance.

• This conflict negatively affects individual satisfactionand commitment to team.



• Process conflict exists when team members disagree

about the procedures to be followed in accomplishingthe team goal

• Effect of conflict:• As the intensity of conflict increases, the performance

of the team is adversely affected.

• Organizational Performance is affected by this conflict.

• Team relationship is negatively affected.



• Task conflict occurs when ideas and thoughts withinan individual or between individuals are incompatible.

• Effect of conflict:

• The effects of this conflict are mainly positive, likebetter decision quality, higher productivity and more

creativity.

• Extremely high task conflict can lead to memberdissatisfaction and low commitment to the team.

• Researches have shown that task conflict was

effective where decision were made quickly but notwhen the decision were decided on slowly.



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Introduction to Conflict Management