Organizational Communication: Managing Conflicts

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Managing ConflictManaging Conflict


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ConflictsConflicts

Conflicts is natural disagreement resultingConflicts is natural disagreement resulting

from individuals or groups that differ infrom individuals or groups that differ in

attitudes, beliefs, values or needs.attitudes, beliefs, values or needs.


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ConflictConflict

Pondy (1967), identifies four broad categories ofPondy (1967), identifies four broad categories ofconflicts:conflicts:

a.a. Antecedent conditions (e.g scarce resource)Antecedent conditions (e.g scarce resource)

b.b. Affective states (e.g stress, tension, hostility,Affective states (e.g stress, tension, hostility,anxiety, etc)anxiety, etc)

c.c. Cognitive states (awareness of conflict)Cognitive states (awareness of conflict)

d.d. Conflictful behavior (e.g passive resistance toConflictful behavior (e.g passive resistance toovert aggression)overt aggression)

Byers, 1997Byers, 1997


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Levels of conflictLevels of conflict

a.a. Interpersonal conflictInterpersonal conflict conflict betweenconflict between

two organizational members.two organizational members.

b.b. Intragroup conflictIntragroup conflict conflict betweenconflict betweenindividuals, pairs or small collectivesindividuals, pairs or small collectives

within existing group.within existing group.

c.c. Intergroup conflictIntergroup conflict conflict betweenconflict between

groupsgroups


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Myths about conflictMyths about conflict

Myth 1: Conflict is only negativeMyth 1: Conflict is only negative..

-- Conflict is an opportunity for betterConflict is an opportunity for betterunderstanding and growth throughunderstanding and growth throughlistening and discussion, which can lead tolistening and discussion, which can lead tocreative, more durable outcomes.creative, more durable outcomes.

-- Out of conflict, we may clarify issues,Out of conflict, we may clarify issues,strengthen relationships and contribute tostrengthen relationships and contribute toour own personal growthour own personal growth


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Myth 2: Conflict is only about outcomes.Myth 2: Conflict is only about outcomes.

-- Conflict is often about trust, relationshipsConflict is often about trust, relationshipsand feelings.and feelings.


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Myth 3: There is only one right way.Myth 3: There is only one right way.

--A diversity of perspectives, values andA diversity of perspectives, values andexperiences brings creative solutions toexperiences brings creative solutions to

problems.problems.

-- We each bring to a conflict our personal backWe each bring to a conflict our personal back

ground and culture, experiences, values,ground and culture, experiences, values,perceptions, skills and education. There is noperceptions, skills and education. There is no

one right way to solve a problem.one right way to solve a problem.


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Myth 4: Conflict is abnormalMyth 4: Conflict is abnormal

-- Conflict is normal part of everyday lifeConflict is normal part of everyday life-- The challenge is to deal with it in moreThe challenge is to deal with it in more

constructive waysconstructive ways


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Why conflicts ariseWhy conflicts arise

a.a. People disagree. People disagree for a number ofPeople disagree. People disagree for a number ofreasonsreasons (De Bono, 1985)(De Bono, 1985)

i.i. They see things differently because of differences inThey see things differently because of differences inunderstanding and viewpoint.understanding and viewpoint.

ii.ii. People have different styles, principles, values, beliefsPeople have different styles, principles, values, beliefs

and slogans which determine their choices andand slogans which determine their choices andobjectives.objectives.

iii.iii. People have different ideological and philosophicalPeople have different ideological and philosophicaloutlooks, as in the case of different political parties.outlooks, as in the case of different political parties.

iv.iv. People have different statusPeople have different status

v.v. People have different thinking styles, whichPeople have different thinking styles, whichencourages them to disagree, leading to conflictencourages them to disagree, leading to conflictsituations.situations.

vi.vi. People are supposed to disagree under particularPeople are supposed to disagree under particularcircumstances, such as in sports.circumstances, such as in sports.


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Why conflicts ariseWhy conflicts arise

b. People are concerned with fear, force & fairnessb. People are concerned with fear, force & fairness(De Bono, 1985)(De Bono, 1985)

i.i. Fear relates to imaginary concern aboutFear relates to imaginary concern aboutsomething which might happen in the future.something which might happen in the future.

ii.ii. Force is a necessary ingredient of any conflictForce is a necessary ingredient of any conflictsituation. Force may be ethical or emotional.situation. Force may be ethical or emotional.

iii.iii. Fairness refers to an individuals sense ofFairness refers to an individuals sense ofwhat is right and what is not right, awhat is right and what is not right, afundamental factor learnt in early childhood.fundamental factor learnt in early childhood.


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Theory of conflict managementTheory of conflict management

** The traditional theoryThe traditional theoryis based on theis based on the

assumption that conflicts are bad, are caused byassumption that conflicts are bad, are caused by

trouble makers, and should be subdued.trouble makers, and should be subdued.

** Contemporary theoryContemporary theoryrecognizes that conflictsrecognizes that conflicts

between human beings are unavoidable. Theybetween human beings are unavoidable. They

emerge as a natural result of change and can beemerge as a natural result of change and can be

beneficial to the organization, if managedbeneficial to the organization, if managed

efficiently.efficiently.


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Conflict ManagementConflict Management

Conflicts may be managed in such a way as toConflicts may be managed in such a way as to

create a positive or in a negative situation.create a positive or in a negative situation.

There can be benefit and costs in conflict.There can be benefit and costs in conflict.

If a conflict is productively managed, new ideasIf a conflict is productively managed, new ideas

or information may be learned, new insights mayor information may be learned, new insights may

be gained, and lessons for handling futurebe gained, and lessons for handling future

conflicts may be learned.conflicts may be learned.

(Byers, 1997)(Byers, 1997)


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Conflict Resolution BehaviorConflict Resolution Behavior

Depending upon the degree of each intentionDepending upon the degree of each intention

involved, there can be five types of conflictinvolved, there can be five types of conflict

handling behavior (Thomas & Kilman, 1976)handling behavior (Thomas & Kilman, 1976)

a.a. CompetitionCompetition is a winis a win--oror--lose style of handlinglose style of handling

conflicts. It is asserting ones viewpoint at theconflicts. It is asserting ones viewpoint at the

potential expense of another. Competition orpotential expense of another. Competition or

forcing has high concern for personal goals andforcing has high concern for personal goals and

low concern for relationships.low concern for relationships.


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b.b. CollaborationCollaboration aims at finding someaims at finding some

solution that can satisfy the conflictingsolution that can satisfy the conflicting

parties. It is based on a willingness toparties. It is based on a willingness toaccept as valid the interests of the otheraccept as valid the interests of the other

party whilst protecting ones own interest.party whilst protecting ones own interest.

Disagreement is addressed openly andDisagreement is addressed openly and

alternatives are discussed to arrive at thealternatives are discussed to arrive at thebest solution.best solution.


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c.c. CompromiseCompromise is a common way of dealingis a common way of dealing

with conflicts, particularly when conflictingwith conflicts, particularly when conflicting

parties have relatively equal power andparties have relatively equal power and

mutual independent goals. It is based onmutual independent goals. It is based on

the belief that a middle route should bethe belief that a middle route should be

found to resolve the conflict situation,found to resolve the conflict situation,

which concern for personal goals as wellwhich concern for personal goals as wellas relationship.as relationship.


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d.d. AvoidanceAvoidance is based on the belief that conflict isis based on the belief that conflict is

evil, unwanted or boorish. It should be delayedevil, unwanted or boorish. It should be delayed

or ignored. Avoidance strategy has lowor ignored. Avoidance strategy has low

cooperation and low confrontation.cooperation and low confrontation.

e.e. AccommodationAccommodation involves high cooperationinvolves high cooperation

and low confrontation. It plays down differencesand low confrontation. It plays down differences

and stresses commonalities.and stresses commonalities.


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CompetitorCompetitor MY WAYMY WAY

CollaboratorCollaborator OUR WAYOUR WAY

CompromiserCompromiser 50/5050/50

AccommodatorAccommodator YOUR WAYYOUR WAY

AvoiderAvoider NO WAYNO WAY


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DiscussionDiscussion

Cultural, religion and belief system has aCultural, religion and belief system has asignificant influences in any organization insignificant influences in any organization inMalaysia. One dominance factor thatMalaysia. One dominance factor that

determined the existing of groups indetermined the existing of groups inorganization are based on racial or ethnicorganization are based on racial or ethnicgroups. Conflicts may occur within groupsgroups. Conflicts may occur within groups(intragroup) or between groups(intragroup) or between groups

(intergroup). Discuss how this scenario(intergroup). Discuss how this scenarioaffect the conflict management strategy ofaffect the conflict management strategy ofthe particular organization.the particular organization.


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ReferencesReferences

Byers, P. Y. 1997.Byers, P. Y. 1997. OrganizationalOrganizationalCommunicationCommunication. Boston: Allyn and Bacon.. Boston: Allyn and Bacon.

De Bono, E. 1985.De Bono, E. 1985. Conflicts: A Better WayConflicts: A Better Wayto Resolve Themto Resolve Them. London: Harrap.. London: Harrap.

Thomas, K.W., & Kilman, R.H. 1974.Thomas, K.W., & Kilman, R.H. 1974.Conflict Mode InstrumentConflict Mode Instrument. Tuxedo, new. Tuxedo, newYorkYork

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Organizational Communication: Managing Conflicts