MANAGING ORGANIZATIONAL

CONFLICT

ABDUL-WAHAB HARUNAABDUL-WAHAB HARUNA

Why study this?Why study this?

Conflict is essential! Without conflict, an

organization will stagnate and die.

Conflict Definition

A conflict is an expressed struggle between at least two interdependent parties

who perceive incompatible goals, scarce resources, and interference from others in achieving their goals.

Conflict may be defined as a struggle or contest between people with opposing needs, ideas, beliefs, values or goals.

Conflict management is the principle that all conflicts cannot necessarily be resolved, but learning how to manage conflicts can decrease the odds of nonproductive escalation.

The ingredients of The ingredients of conflictconflict

Needs PerceptionsPowerValuesFeelings and emotions

He think he’s smart I will deal with you

The Nature of ConflictThe Nature of Conflict

1. Conflict is the essence of human life2. Internal personal conflict3. Intra personal conflict (Inner self)4. Inter group conflict5. Intra group conflict

Source of ConflictSource of Conflict

1. Competition for limited resources2. Differences in values and beliefs3. Task interdependence4. Jurisdictional ambiguity5. Status struggles6. Communication barriers

Organizational Organizational ConflictConflictThe struggle that ariseswhen the goal-directedBehavior of one person or group blocks the goal-directed behavior of another person or group within an organization

TYPES OF ORGANIZATIONAL TYPES OF ORGANIZATIONAL CONFLICTCONFLICT

INTER- GROUP CONFLICT

INTERPERSONAL CONFLICT

Types of Conflict in the Types of Conflict in the OrganizationOrganization

1. Leader and worker2. Among leaders3. Among workers4. Between worker and client /

customer5. Between organization and

customer6. The third party 7. Between law and process8. Between process and objectives

What will happen to the What will happen to the organization if conflicts organization if conflicts happen…happen…

The EffectThe Effect1. Weaknesses2. Scattered3. Loose of greatness4. Take over by enemy

Is Conflict always negativeIs Conflict always negativeIn fact, it can be healthy when effectively managed. Healthy conflict can lead to...

Growth and innovationNew ways of thinkingAdditional management options

Sources of Organizational Sources of Organizational ConflictConflictDifferentiation

◦ Differences in functional orientation◦ Status inconsistencies

Task relationships◦ Overlapping authority◦ Task interdependence◦ Incompatible evaluation systems

Scarcity of resourcesCOMPETITION FOR SCARCE RESOURCES PRODUCES CONFLICT.

--ALLOCATION OF CAPITAL --MANPOWER --EQUIPMENT

--BUDGETS

How do people respond How do people respond to conflict? Fight or to conflict? Fight or

flight? flight? Physiologically we respond to conflict in one of two ways—we want to “get away from the conflict” or we are ready to “take on anyone who comes our way.” Think for a moment about when you are in conflict. Do you want to leave or do you want to fight when a conflict presents itself? Neither physiological response is good or bad—it’s personal response. What is important to learn, regardless of our initial physiological response to conflict, is that we should intentionally choose our response to conflict.

Strategies for Managing Strategies for Managing ConflictConflict

Compromising Collaborating Competing Avoiding Accommodating

Conflict style: AvoidanceConflict style: Avoidance

You don’t think conflict is a positive solution to problems

Conflict makes you uncomfortable or fearful

Only suitable if conflict concerns something trivial

Avoiding Skills Avoiding Skills

Ability to withdraw

Ability to sidestep issues

Ability to leave things unresolved

Sense of timing

Conflict style: Conflict style: Forcing/Domination Forcing/Domination (Competition)(Competition)

You put “ME FIRST” and conflicts are “win-lose” situations

This style can be abusive, or exactly what is needed when a group is deadlocked.

A competitor is willing to make a decision and be held responsible for it

Good for the organization only if the competitor is right and has the best information. Bad if the other side was right!

Competing Skills Competing Skills

Arguing or debating Using rank or influence Asserting your opinions and feelings

Standing your ground Stating your position clearly

Conflict style: CompromiseConflict style: CompromiseYou balance people concerns and task concerns

You have a “give and take” attitude

You want all parties to minimize losses while establishing some gains (both win some/lose some)

NOT APPROPRIATE if used as convenient and comfortable way out of conflict

Compromising Skills

Negotiating

Finding a middle ground

Assessing value

Making concessions

Conflict style: Conflict style: AccommodatAccommodationionYou will sacrifice your personal

goals in order to maintain relationships (I lose, you win)

What are you contributing to the group? Support of others?

You are abandoning the important role of providing input!

OK if issue is not important to you.

Accommodating Skills

Forgetting your desires

Selflessness

Ability to yield

Obeying orders

Conflict style: Conflict style: CollaborationCollaboration

The “Ideal” approach? You are trying to maximize both task and relationship concerns but you can’t do it alone! (I win, you win!)

Difficult to use as a strategic objective in conflict because all the other parties must also be collaborative and you must all have access to enough information .

Collaboration SkillsActive listening

Nonthreatening confrontation

Identifying concerns

Analyzing input

How might you select your conflict management style? How invested in the relationship are you? How important is the issue to you?

Do you have the energy for the conflict?

Are you aware of the potential consequences

Are you ready for the consequences?

What are the consequences if you do not engage in the conflict?

What factors can affect What factors can affect our conflict modes our conflict modes GenderSelf-conceptExpectationsSituationPosition (Power)PracticeDetermining the best modeCommunication skillsLife experiences

Barriers to the SolutionBarriers to the Solution

1. Personal interest2. Ego3. Status4. Influenced by the previous mistakes5. Insufficient knowledge

What to Do When Conflict What to Do When Conflict HappensHappensC - CLARIFY the issue

A - ADDRESS the problem L - LISTEN to the other side

M - MANAGE your way to resolution

Pondy’s StagesPondy’s StagesLatent conflict: There is no actual

conflict; however, the potential for conflict to arise is present because of the sources of conflict previously identified.

Perceived conflict: Each party searches for the origins of the conflict, defines why the conflict is emerging, analyzes the events that led to its occurrence, and constructs a scenario that accounts for the problems it is experiencing with other parties.

Felt conflict: The parties in conflict develop negative feelings about each other.

Manifest conflict: One party decides how to react to or deal with the party that it sees as the source of the conflict, and both parties try to hurt each other and thwart each other’s goals.

Conflict aftermath: Every conflict episode leaves a conflict aftermath that affects the way both parties perceive and respond to a future conflict episode.

Pondy’s Stages Cont.Pondy’s Stages Cont.

Conflict Management Conflict Management TechniquesTechniques

Organizational-level techniquesModifying differentiation and integration

Employing integrating mechanismsCreating a common vision

Organizational-level techniquesModifying differentiation and integration

Employing integrating mechanismsCreating a common vision

Group-level techniquesPhysically separating work groups

Revising rules and standard operating proceduresProviding common goalsEmploying negotiation

Group-level techniquesPhysically separating work groups

Revising rules and standard operating proceduresProviding common goalsEmploying negotiation

Individual-level techniquesBringing in outside help to give advice and counsel

Providing education and sensitivity trainingMoving people around

Individual-level techniquesBringing in outside help to give advice and counsel

Providing education and sensitivity trainingMoving people around

Productively Engaging in Productively Engaging in ConflictConflict

Ethical: Stays with issue, reasonable, logical arguments,

open-minded

Not Ethical: has hidden agendas, arguments that discount and devalue others, “win at all costs”

Win/Win Guidelines for any conflicts that may ariseCool offTake a step back, breathe deep, and gain some

emotional distance before trying to talk things out.

Take a moment to brainstorm ten things that make you feel better when you’re hot under the collar.

breathing deeply while making a calming statement,

looking at the sky,

Win/Win Guidelines for any conflicts that may arise cont.clearing your desk or straightening up,

splashing cold water on the face,

writing in a journal, or taking a quick walk and then coming back to talk about the problem.

Some people need physical release, while others

need something quiet and cerebral. Determine what works for you, then use it next time you get angry.

Then you’ll be ready to go on to the next step.

Win/Win Guidelines for any conflicts that may arise cont.Tell what’s bothering you using “I messages.

Each person restates what they heard the other person say.

Take responsibility.Brainstorm solutions and come up with one that satisfies both people.

Affirm, forgive, or thank

CONCLUSION Conflict management is the principle

that all conflicts cannot necessarily be resolved, but learning how to manage conflicts can decrease the odds of nonproductive 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.

If we manage conflict constructively, we harness its energy for creativity and development

---Kenneth Kaye

Questions?Questions?